Big pocket guide
Social marketing
Second edition 2007
About this resource
This resource brings together a range of material to help describe and explain key
principles, and concepts (along with supporting ideas/theory) relating to the
application and use of social marketing.
This is the 2nd edition of the resource and has benefited
from the feedback and discussions generated by those
using the 1st edition originally produced in 2005. We
would like to thank everyone who provided comments
and who have helped inform this edition.
concepts and approaches can be integrated into routine
strategic and operational planning and development.
We are pleased if people would like to use, or adapt,
material from this resource, and only ask that you credit
us where relevant.
As a resource it does not aim to provide detailed and
descriptive explanation of social marketing (other
resources are available or are being developed for this
purpose). Instead it aims to provide the reader with a
resource that can be ‘dipped-into’ to enhance
consideration and wider discussion on different aspects of
social marketing.
All of the material here is also available in PowerPoint
slide format via our website. We regularly update or
adjust models and slides as our work progresses, so
please consider book-marking the site so you can easily
return to it.
If it helps in triggering further questions and ideas then it
will achieve an important aim.
If a larger print version would be helpful this can be done
by downloading and printing from our website – or
alternatively we would be pleased to email or send a
larger version to you.
A key role of the NSM Centre is to stimulate and
encourage wider discussion and debate on effective
behavioural intervention approaches. In particular how
social marketing
Dr Jeff French & Clive Blair-Stevens
August 2007
Background to the NSM Centre
The NSM Centre has been established by the Government as an
independent Centre to increase understanding of, and capacity
and skills in, social marketing.
It was established as a result of a Government strategic
partnership with the National Consumer Council (NCC) to
undertake a 2 year independent review into social marketing,
announced in 2004, as a commitment in the cross-Government
White Paper ‘Choosing Health’.
Our overall aims is:
to build capacity and skills across the public and private sectors for
he development of effective behavioural interventions (consistent
ith best social marketing concepts and approaches).
To do this we:
•
Work to build greater understanding and awareness of the
potential of social marketing and related behavioural theory
and behavioural interventions.
The independent review examined the potential of social
marketing to enrich and enhance the impact and effectiveness of
behavioural interventions, at national and local levels. It was
subsequently published in June 2006, containing practical
recommendations for how Government could better harness and
integrate effective social marketing within the mainstream of its
policy and practice.
•
Encourage on-going discussion and debate amongst policy
makers and practitioners about effective behavioural
intervention methods and approaches.
•
Work with and alongside policy makers and practitioners, to
practically assist the application and integration of effective
social marketing methods into their work.
The Government accepted the recommendations in principle, and
as a result gave the NSM Centre the task of helping build capacity
and skills in social marketing and related behavioural
interventions.
•
Support the more systematic capture, sharing, and promotion
of learning from effective behavioural interventions and
related policy and practice.
Central to the NSM Centre’s work is therefore to encourage and
support greater utilisation and integration of social marketing into
policy and practice, both strategically and operationally.
The NSM Centre is a strategic partnership
between the Government and the NCC
Developing effective behavioural interventions
to address major behavioural challenges
The last few years have seen a much stronger focus on
how to develop effective behavioural interventions, to
address the wide range of behavioural challenges we
face as a society. Whether at the national and
Governmental level, or at the local and interpersonal
levels, people are focusing much more on what really
influences behaviour and how we can improve people’s
lives by helping them achieve and sustain positive
behaviours.
While there will always be debates that walk the line
between ‘the nanny state and the neglecting state’,
encouragingly the discussion is now increasingly focusing
on how to develop much deeper understanding and
insight into where people are at now, and using this to
craft interventions that are meaningful to people and
deliver measurable results in terms of their well-being
and quality of life.
The limitations of old style ‘mission and message’ based
communications are now being widely acknowledged and
although the pull to ‘communicate at people’ can still be
strong, social marketing at least has become a key
influence helping people to step back and review what
they are doing in order to help people achieve and
sustain different behaviours.
From a national policy context there are now multiple
examples where this customer focused approach
consistent with social marketing is being revealed.
A few examples are listed below:
1) Prime Minister’s Strategy Unit: On-going range of
policy discussion papers.
2) Cross-Government White Paper: ‘Choosing
Health’ (2004) which commissioned the independent
review examining social marketing’s potential (as
published by us in 2006).
3) Cabinet Office: ‘Engage’ programme on-going work
to improve Government communications and move to
a more strategic communications and social marketing
informed approach.
4) The HM Treasury: ‘Varney Review’ on Service
Transformation, helping encourage better service
development for citizens and business, and deliver
a better deal for taxpayers (2006).
Content – sections
A. Social marketing in perspective
page 5
B. Policy and how social marketing can help
page 21
C. Defining & describing social marketing
page 31
1. Customer orientation
page 43
2. Behaviour and behavioural goals
page 51
3. Theory
page 71
4. Insight
page 81
5. Exchange
6. Competition
page 87
page 95
7. Segmentation
8. Methods mix – intervention and marketing mix
page 101
page 109
D. The fit within marketing
page 115
E.
Social marketing as a planned process
page 125
F.
Spotting success... and recognising rubbish
page 141
A.
Social marketing
in perspective
Social marketing in perspective
People come to consider social marketing from a range of
different disciplines and professional backgrounds.
Simply placing the word ‘social’ next to the word
‘marketing’ can stimulate a number of issues for people,
depending on where those people are starting from in the
first place.
However even from these early days there were those
who had reservations about the development and impact
of what was seen to be a marketing-fueled consumer
culture. This reflected the growing anxiety that a focus on
material benefits might undermine traditional community
and people-focused values.
In talking about social marketing in the UK, and Europe
more widely, we found a number of people who did not
respond positively to the word ‘marketing’. This was
commonly due to a mistaken assumption that this meant
a narrow and restrictive focus on the individual in isolation.
Indeed from the earliest days it was from within the
marketing world that some of the primary concern and
dissatisfaction grew. Then and today, a number of
marketers have questioned whether their developing
experience and skills might be better harnessed for a
wider social good, rather than simply helping fuel profit
margins and share-holder value.
There was concern that ‘marketing’ might overlook the
powerful external factors (wider determinants) that lie
outside of an individual’s control but which, alongside a
focus on lifestyle, need to be addressed if real
improvements to people’s lives are to be achieved.
Looked at historically, development of social marketing
had its roots in the 50’s and 60’s. With an increase in
mass-production, a growing consumer culture began to
take hold, and the discipline of marketing became
increasingly concerned with ways to incentivise and
influence people’s purchasing behaviour.
Parallel to this development within marketing, however,
has been perhaps an even longer debate from across the
different social sciences, about what really influences and
affects individual and community behaviours. The
disciplines of psychology, sociology, anthropology, public
health (to name just a few) have all helped significantly in
providing different understanding and insights into how to
positively influence individual and community behaviours.
The bottom line
“If we continue to do what we’ve always done,
then we will only get what we’ve always got”
•
Social marketing is not a panacea or magic bullet,
but:
•
Growing evidence and experience shows that when social marketing is applied
effectively, and in the appropriate context, it can be a powerful tool for achieving
tangible and measurable impact on behaviours.
•
Improving the level of understanding and application of social marketing is
therefore critical if we are to achieve real and measurable impacts on peoples
behaviour(s) across a range of different policy and practice agendas.
Coming to social marketing from
different starting points
A common concern and starting point
Recognising that all policy and strategy areas essentially represent:
BEHAVIOURAL CHALLENGES
Using available resources to craft and develop:
BEHAVIOURAL INTERVENTIONS
Coming to social marketing from
different starting points
For example
Marketing
for social causes / social good
Social sciences
social and behavioural interventions
Public health / Health improvement
evidence and utility
Environmental issues
influencing social and societal norms
Community politics & social justice
the citizen vs the state
International development
community / infrastructure development
}
social marketing
Paradigm shift
Professional led
Telling and selling
Awareness
Adult > Child
One-off campaigns
Short term
Deficits and problems
Operational focus
General population
Control
Centralised command
Compartmentalised
‘Tell, sell and control’
paradigm
Citizen / Consumer led
Relationships and marketing
Behaviour
Adult > Adult
Sustained programmes
Medium / Longer term
Assets and opportunities
Strategic focus
Segmented and tailored
Empower and mobilise
Networked leadership
Whole system
Customer-focused
social marketing paradigm
Social marketing is all about…
UNDERSTANDING
THE
PERSON
social marketing
THE
BEHAVIOUR
‘the customer’
‘what people actually do’
people
communities
citizens
customers
consumers
clients
patients
professionals
politicians
etc
looking at what people do
examining why they do it
influences & influencers
incentives & barriers
The person and the behaviour
1: PERSON
2: BEHAVIOUR
understanding what ‘moves and motivates’
understanding and influencing this positively
A strong and driving focus on understanding people
and what moves and motivates them – being
‘customer-focused’ (whether the customer is the
public or the professional or the politician – the
same principle applies). Starting from
understanding where the person is at now,
what is important to them in their everyday lives.
Ensuring the driving concern is on people’s
behaviour ‘what they do’ – rather than just
‘communicating to them’.
However, good social marketing considers and
addresses ‘the individual within their wider
social context’.
So that important influences that may lie outside
their immediate control are considered alongside
lifestyle issues and options.
The overarching concern and key measure of
impact for social marketing is on what people
actually did as a consequence of the intervention –
not simply what they might know or value about
something.
This does not mean that knowledge and attitudes
are not important but rather that the end is clearly
seen in terms of what people do – their behaviour –
and in particular finding ways to maintain and
sustain positive behaviours over time.
Taking a ‘helicopter view’
of social marketing
Before looking at a formal definition and description it is useful
to consider the following:
1. Social marketing as a dynamic and integrative discipline that
has changed and developed over time
• ‘a dynamic and integrative discipline’
2. It can be helpful to see it as having two key parents
• ‘2 parents’ of social marketing
3. It can be used strategically and operationally:
• strategic social marketing
• operational social marketing
1. A dynamic & integrative discipline
Social marketing is essentially a ‘behavioural intervention’ and, as such, draws from a wide
variety of theory and practice to look at the best ways to achieve the desired influence on specific
behaviours.
It is dynamic in the sense that it has developed and adapted over time, and is now a much more
mature and rounded approach benefiting from theory and practice across a range of different
disciplines.
Avoiding being boxed in by drawing rigid
and artificial lines or distinctions
Good social marketers are not concerned about drawing artificial lines between what they do,
and what others do.
Rather, they focus on ways to integrate social marketing alongside the options and methods
available, to help achieve more effective interventions, that can achieve greater and more
positive impacts on people’s lives.
2. The ‘2 parents’ metaphor
When social marketing was first described in the 1970’s the word ‘social’ was simply used to refer
to the focus on ‘social good’.
However since then it has developed and matured as a discipline and the ‘2 parents’ metaphor is
useful for helping to highlight this.
It can be helpful therefore, to consider that alongside the original ‘marketing parent’, people are
increasingly recognising that it has an important ‘social parent’ too – drawing from a wide range
of learning and experience in the areas of social science, social policy and social reform.
‘social parent’
‘marketing parent’
2. The ‘2 parents’ metaphor
social marketing
social sciences
social policy
marketing
social reform,
social campaigning
commercial
& public sector
Both areas contribute valuable expertise, skills, techniques and theory
3. Strategic and operational
use of social marketing
Using customer understanding and
insight to inform policy and stratgey
development
}
STRATEGIC
social marketing
}
OPERATIONAL
social marketing
Undertaken as a specific
topic based programme
or campaign
How social marketing can contribute
Across three key areas:
1. POLICY:
By enhancing effective policy development
2. STRATEGY:
By directly informing effective strategy development
3. IMPLEMENTATION AND DELIVERY:
By strengthening effective implementation and delivery
Improved customer insight will:
Improve effective TARGETING (of both audiences and of methods)
Enhance the IMPACT on actual behaviour
Clearing up some potential
misunderstandings
•
It’s just commercial marketing for the public sector – NO!
•
It’s basically just good communications – NO!
•
It’s really just social advertising – NO!
•
It’s about telling people what to do, the nanny state – NO!
•
It’s only focused on individuals and misses all the wider influences on behaviour – NO!
•
It ignores the harms that can arise from bad marketing and commercialisation – NO!
•
It’s a top-down approach – NO!
•
It’s just another public sector fad – NO!
•
And……?
B.
Policy
and how social marketing can help
Governments are increasingly
recognising the potential
Customer-focused social marketing
There is growing evidence for the contribution that customer-focused social marketing can
make to improving the impact and effectiveness of behavioural interventions, whether in
policy formulation, strategy development or implementation and delivery. (see ‘It’s our Health!’
2006)
Some challenges
•
We need to increase understanding of how an integrated and strategic social marketing
approach can directly contribute.
•
We need to develop a wider shared language and understanding when tackling
behavioural challenges and crafting behavioural interventions.
•
We need to much better capture and share on-going learning from effective behavioural
interventions, consistent with social marketing principles.
•
We need to invest in and improve overall co-ordination of the development and delivery of
behavioural interventions across sectors, and at national, regional and local levels.
•
We need to refocus attention on increasing the impact and effectiveness of all
interventions and ensure they have clear and measurable behavioural goals.
A growing range of important policy drivers
• public health strategy
• wider determinants of health
• health inequalities
• customer-focused
government
• health inequalities
• public health strategy
• social marketing
• public services
• social marketing
• social exclusion
• communitiy services
How social marketing can contribute
1. Enhancing effective POLICY development
Increasingly, across Government, the focus is on developing policy
that is based on a sound understanding of the citizen, their lives and
the communities they are part of.
For shorthand, this is sometimes described as being citizen-centric
(or alternatively customer-centric or consumer-centric), ensuring that policy
is really driven by people’s needs, wants and aspirations.
It is here that a social marketing perspective can directly contribute real
insights and value. A central feature of social marketing is its focus on
understanding the citizen / customer / consumer and developing a profound
insight into their lives.
How social marketing can contribute
2. Directly informing effective STRATEGY development
strategy.
interventions
The task of turning policy into coherent and effective strategies is a critical
one, whether at national Government, local or regional levels. Central to
this is being able to both:
a) decide which intervention options to include in the
b) decide the relative balance between different
(given the available resources, both financial and human).
Social marketing can directly assist and inform these decisions in two key ways:
1. By helping ensure a deeper understanding of the citizen or customer and related insights social marketing can
directly inform the selection of appropriate intervention options. The critical factor in selecting a particular
intervention is whether it is likely to achieve the desired impact on those it is seeking to reach. Social marketing’s
insight approach linked to its population analysis and segmentation approach, can directly inform and assist this
assessment and judgement.
2. Beyond simply informing the strategic selection of intervention options, social marketing can be undertaken as a
specific intervention in its own right, thereby adding an additional intervention option to the strategy developer’s
toolbox. Planning and systematically undertaking a targeted social marketing intervention can directly contribute to
the achievement of behavioural goals and therefore potentially extend and strengthen overall strategic impact and
effectiveness.
How social marketing can contribute
3. Strengthening IMPLEMENTATION and DELIVERY
While ensuring effective policy and strategy development is important,
their ultimate success rests on effective implementation and delivery.
Good policy and strategy can be undermined if implementation is poorly
undertaken and managed.
Social marketing can help in two key ways:
1. By ensuring a developed and responsive understanding of ‘the customer or consumer’, it can inform all
initiatives and service developments.
2. As an implementation method (whether at the level of a dedicated social marketing programme, campaign or
intervention) it can be systematically applied to achieve and deliver real impacts on targeted behavioural goals.
‘Individual’ vs ‘the state’
Refocusing the Government’s role on to co-production and behavioural approaches
Adapted from: Personal Responsibility and Changing Behaviour, David Halpern et al., Prime Minister’s Strategy Unit, 2004
Evidence based policy?
EVIDENCE
informing
POLICY
The reality? …more complex
• Policy – with evidence
• Policy – in search of evidence
• Policy – counter to the evidence
• Evidence – in search of policy
Customer-focused policy?
CUSTOMER
INSIGHT
informing
POLICY
• Policy – with customer insight
• Policy – in search of customer insight
• Policy – counter to the customer insight
• Customer insight – in search of policy
C.
Defining and
describing
social marketing
In short… social marketing is about
“using marketing for the benefit of people”
Alongside other methods
Rather than financial gain
A more formal definition
Social marketing is:
The systematic application of marketing,
alongside other concepts and techniques,
to achieve specific behavioural goals,
for a social good.
French, Blair-Stevens 2006
marketing
alongside other
concepts and
techniques
for a
systematic
application
‘social good’
behavioural goals
A more formal definition
Health-related social marketing is:
The systematic application of marketing,
alongside other concepts and techniques,
to achieve specific behavioural goals,
to improve health and reduce health inequalities.
French, Blair-Stevens 2006
marketing
alongside other
concepts and
techniques
systematic
application
to improve
health &
reduce health
inequalities
behavioural goals
Social marketing
‘customer triangle’
A device for highlighting a number of social marketing’s key features
3 core concepts
‘Insight’
Developing a genuine insight into the reality of the everyday lives and experiences
of the audience (‘customer’) is critical. Avoiding professional or community
assumptions about what they want, need, or think. Checking out and pre-testing
developing insights.
‘Exchange’
Really examining what is being offered to people to encourage and support a given behaviour. Making sure it is
something that ‘they value’ and not simply the benefits that those people planning the intervention think are
important.
The offer to customer >> The price or cost to the customer
Fully understanding what the person has to give, in order to get the proposed benefit,
eg: time, effort, money, social consequences, loss of pleasure, etc.
Understanding how the offer can be enhanced to maximise the benefits, while working to minimise potential or
actual blocks or barriers to it.
Positive behaviours = increasing incentives + removing barriers or blocks.
Problem behaviours = reducing benefits + adding in barriers or blocks.
‘Competition’
Recognising that whatever is being ‘offered’ will always face competition. Both external and internal competition
(eg: the power of pleasure, habit, addiction, etc). Can include direct counter messages and competing offers.
Or simply competition for the time and attention of the same target customer / audience.Moving beyond seeing
competition in simple terms as the ‘good guys and the bad guys’.
3 core concepts
Behaviour – behavioural goals & theory
The driving purpose is to achieve
tangible and measurable impact on actual behaviour.
Moves beyond task of communicating information or messages.
Clear focus on understanding existing behaviour, and its key
influences and influencers. Drawing from different behavioural
theory to establish specific behavioural goals (not just focusing
on ‘behaviour change’ but also looking at how to maintain and
sustain behaviour over time.
Intervention & marketing mix
Using a mix of methods or approaches to achieve a given behavioural goal. Examining the range of things that
could potentially help achieve and sustain particular behaviours. Within this looking at the relative balance or ‘mix’
between different methods and approaches, to get the optimum mix for greatest potential effect.
Audience segmentation
Looking at different ways to segment and differentiate audiences. Moving beyond the traditional focus on
epidemiology and demography. Looking at behaviour and psycho-graphic aspects eg: what people feel / think
about the issue. Usually avoiding blanket general messages and approaches and tailoring interventions to the
different needs of different segments or groups.
Social marketing
National Benchmark Criteria
1. Customer orientation
2. Behaviour and behavioural goals
3. Theory-based and informed
4. ‘Insight’ driven
5. ‘Exchange’ analysis
6. ‘Competition’ analysis
7. Segmentation and targeting
8. Intervention and marketing mix
National Benchmark Criteria
Understanding what they are
The benchmark criteria are essentially those elements to look for in an
intervention that help determine whether it is consistent with and can
therefore be described as social marketing.
They should therefore not be confused with ‘the process’ by which you do
social marketing. [See the ‘Total Process Planning’ model for a process
framework.] The criteria in the benchmarks are relevant throughout the
development and implementation of any intervention as a whole.
They should also not be confused with ‘success criteria’ since there are a
range of other important factors that are critical to any successful
interventions, such as (to name a few):
strategic planning,
partnership and stakeholder engagement,
review and evaluation.
These are clearly important in their own right and key to successful
interventions. The reason they are not part of the benchmarks are that they
are not unique to social marketing. Their presence (or absence) does not
indicate if something is social marketing or not. The 8 core criteria included
in the benchmarks however, are the things that have to be present in order
to be described as consistent with social marketing.
Should not be
confused with a
process of what
you do
National Benchmark Criteria
Building consistency, but maintaining flexibility
As social marketing has developed, it has begun to incorporate a wide range
of methods, techniques and activities. This reflects the fact that it is a dynamic and
integrative discipline.
This breadth of approach, however, can present challenges to people’s understanding
of social marketing, particularly in relation to how it fits with other methods and
approaches.
The National Benchmark Criteria were specifically developed to help encourage
greater consistency, while at the same time not undermining the potential to be
flexible and adaptable in developing interventions. The benchmarks therefore help to
ensure consistency, but without placing unhelpful constraints on those undertaking
interventions or preventing them from developing creative and innovative solutions.
Across the literature, and increasingly in practice, interventions are being described as
‘social marketing’. With increasing attention being paid to social marketing, there is a
danger that work is simply re-badged as social marketing and yet not really consistent
with its core features. The benchmark criteria therefore provide a simple and easy
way to check whether what is being described really is consistent with social
marketing: the bottom line being that iif there is not a strong customer and
behavioural focus then it is not social marketing. The benchmark criteria will help in
making this more evident.
National Benchmark Criteria
Different ways they can be used
The benchmark criteria can be used in a range of different ways:
Commissioners:
Intervention planners and developers:
Can use them to incorporate into tender briefs, sent out to
people wanting to bid for specific work, with a request that
all proposals or bids should clearly indicate how the work
proposed will ensure it incorporates and is consistent with,
each of the criteria. They can then be used in preparing
tender interview panel questions, to test out the extent to
which those making bid presentations have understood
and genuinely incorporated them into their proposals.
Can use these as a robust guide to ensure that what they
do remains consistent with core criteria. As core criteria,
they have been specifically framed to allow maximum
flexibility for adaptive and creative solutions. However
while they are not a ‘how to’ process they provide a steer
to ensure that, as work is developed, it can be checked to
ensure it is consistent with the criteria.
Agencies, consultants & other contractors:
Can use them when reviewing the impact of interventions,
to reinforce the focus on determining if specific behavioural
impacts have been achieved or not. They can also be used
by those seeking to compare and contrast learning from
different interventions and programmes and to help identify
aspects of transferable learning.
Can use the benchmark as a guide to presenting bids or
proposals to funders, to clearly show how their proposal or
bid will be consistent with social marketing principles and
practice.
Trainers:
Can use them to highlight key features of social marketing
and provide a framework from which to examine and
explore key concepts and principles.
Evaluators & researchers:
National Benchmark Criteria 1
Customer orientation
‘customer in the round’
all work based on good market and consumer
research, using data synthesis / fusion techniques
National Benchmark Criteria 1
Customer orientation
• A broad and robust understanding of the customer is developed
which focuses on understanding their lives in the round, and avoids
the potential to focus only on a single aspect or feature.
•
Formative consumer / market research used to identify audience
characteristics and needs
•
Range of different research analysis, data synthesis and fusion
approaches used, drawing from public and commercial sector
sources, to inform understanding of their everyday lives
Focusing on the person at the centre
The reason it is called the ‘customer triangle’
Different sectors and organisations
can describe the customer in
different ways, eg:
the consumer
the citizen
the client
the patient
the service-user
the public
the community
the professional
the decision-maker
the politician
The customer can be both:
•
•
the public or citizens
professionals or key decision-makers
Traditional communications
& ‘message based’ approach
crafting
‘our messages’
accurate / relevant / clear
Example:
communicating
the messages
creative / clever / funny / impactful /
interesting / attention grabbing / etc
Young people and smoking:
What we see as benefits:
Communications:
Health benefits:
Life expectancy, illness & disease,
lungs, heart, etc
Posters and adverts
Leaflets and flyers
TV, radio, press (papers / magazines)
Internet / email / phones / viral marketing
Schools / youth clubs / cinemas
Etc
Financial benefits:
Cost, disposable income
Other benefits:
Smell, attractiveness to others,
not damaging others (eg children)
‘Customer-focused’
social marketing approach
Starting with
the customer
understanding
the customer
generating
‘insight’
what ‘moves and motivates’
Example:
Young people and smoking:
What’s going on?
‘what moves and motivates’:
Own views not those received from ‘authority’
Self-perception of maturity: ‘an adult’ not ‘a child’
Move away from parents and teachers influence
Importance of peer views and approval
Fun, social benefits, enjoying attention & ‘causes’
Questioning, challenging, rebellion, streetwise
Living in ‘the now’ less concern for distant future
Basic insights:
Selling of ‘health’ and longer term benefits,
or ‘being good’ very unmotivating – avoid
(can be counter motivating)
Connect to ‘own views’, not being conned,
link to a cause and rebellion, ensure social
& fun benefits are strong
eg: ‘Truth’ campaign approach
www.wholetruth.com
Developing a 360 degree view
A practical tool:
Seeing the customer / consumer
in the round
eg: Children
illustrative examples only
A practical tool:
Starting from:
‘where the customer is at’
unaware or
not considering
attempting but
not succeeding
contemplating but
not yet acting
SOCIAL MARKETING
Tailoring interventions to take
full account of where the
customer is starting from
SUPPORT
DESIGN
actively resisting
or entrenched
National Benchmark Criteria 2
Behaviour
Clear focus on behaviour, based
on strong behavioural analysis
with specific behaviour goals
National Benchmark Criteria 2
Behaviour
•
A broad and robust behavioural analysis undertaken to gather a rounded
picture of current behavioural patterns and trends, including for both
the ‘problem’ behaviour
the ‘desired’ behaviour
•
Intervention clearly focused on specific behaviours
ie not just focused on information, knowledge, attitudes and beliefs
•
Specific actionable and measurable behavioural goals and key indicators
have been established in relation to a specific ‘social good’
•
Intervention seeks to consider and address four key behavioural domains:
1. formation and establishment of behaviour
2. maintenance and reinforcement of behaviour
3. behaviour change
4. behavioural controls (based on ethical principles)
Influencing behaviour… why?
There are many ways to influence behaviour, and many reasons to do so
• whether at the individual level, eg: as a parent,
• or at the social or societal level, eg: as the Government
As parents:
People rapidly learn skills to influence babies and children as they grow up
– some proving more effective and positive than others
As the Government:
Almost every single policy area where a Government needs to achieve a positive
impact and intervene in some way, has some type of behavioural challenge or
focus to it.
eg: the environment, energy conservation, waste management,
health and healthcare, crime, transportation, taxation,
financial planning and savings, community and civic engagement,
voting and volunteering, etc.
Understanding behaviour
Clarifying some basic starting points
•
Behaviour = a pattern of actions over time.
•
Behaviour is inherently dynamic.
Subject to change and variation in different contexts and at different times.
•
100% consistency is rare to find.
•
Much routine daily behaviour is about habit and does not necessarily
involve conscious and active consideration.
Avoid reliance on ‘cognitive’ message-based communications.
•
Starting from an understanding of an audience’s attitudes, hopes, wishes,
desires and other motivations is generally more productive than trying to
identify and fill information gaps.
•
Understanding people’s emotional engagement is critical.
Keeping the focus on behaviour
‘creating a behavioural chain reaction’
The ultimate goal is not just to change behaviour but to ESTABLISH & SUSTAIN IT over time
The customer in their wider social
and environmental context
Although social marketing has a strong customer focus, good social marketing does
not focus on people as isolated individuals, but rather looks at them in their wider
social and environmental context.
To be effective social marketing therefore needs to consider:
1. Those factors within the potential control of the individual
eg lifestyle options and choices
2. Those factors outside of the person’s immediate control or influence
eg environment, service access options, employment opportunities, housing, etc
Seeing the customer in their social context
Wider determinants of health
Recognising their influence
4 primary components to
influencing behaviour
Educate / encourage
Service / support
Design / construct
Control / require
Most interventions have more than one element and
getting the right ‘mix’ is key to successful interventions
Influencing behaviour
4 primary elements
Most interventions have
features of more than
one of these.
Identifying and
applying the effective
balance between
elements is critical
to a successful
behavioural intervention
Influencing behaviour
Some illustrative examples
Recognising the limitations of
information and cognitive approaches
Important to move beyond the simplistic
INFORMATION
ACTION
A more developed… but still limited approach has involved
INFORMATION
UNDERSTAND
VALUE
COMMIT
SKILL / ABILITY
ENGAGE
SUPPORT
REINFORCEMENT
= ACTION
•
Grounded in what can be described as the CCC approach,
‘cognitive communication chain’
•
The bias is towards seeing behaviour in terms of cognitive decisions.
•
Where there is a primary and often unquestioned assumption that we need to
‘engage the brain’ in order to influence behaviour.
Behaviour influenced by more than
‘what I know’ or ‘what I believe’
We do not always behave in line with what we know and what we believe
Moving beyond the traditional
focus on behaviour change
In public health and health improvement generally, the concept of behaviour change
is widely used. While useful, it has particular limitations, and identifying and focusing on
behavioural goals is more helpful.
Behavioural goals approach
Starts with an initial whole population analysis and then considers different ways
to divide and segment audiences. It looks at four key issues:
1. Understanding the establishment of behaviour in the first place
(for both the problem and the desired behaviour)
2. What helps maintain and sustain the behaviour over time
(again for both the problem and the desired behaviour)
3. Where behaviour change may be important
4. Where behavioural controls could be ethically justified
(as the only realistic way to impact on entrenched behaviours)
Behavioural goals approach
Key features
•
Starts with a whole population analysis.
•
Examines different ways to segment the population, focusing on ones with the
greatest potential utility or application.
•
Recognises limitations of a behaviour change approach.
•
Particular attention paid to what different audiences think / feel about the particular
issue under consideration.
eg: with the following smoking example, the approach seeks to look at different ways
that ‘different smokers’ and ‘different non-smokers’ might be approaching the issue.
•
Particular attention is on seeking to intervene before establishment of
problematic behaviours.
•
Recognises that maintaining and sustaining behaviours is as important
as any behavioural change.
Behavioural analysis:
behavioural goals and segmentation
Behavioural analysis:
behavioural goals and segmentation
eg: Smoking behaviour
The importance of focusing
on wider behavioural goals
eg: Smoking behaviour
YEAR 1
YEAR 2
10 smokers quit
100 smokers quit
with support from smoking
cessation service
Over same period
1000 young people
take up smoking
}
On surface looks
like a simple
example of a good
‘behaviour change’
approach
A ‘behavioural goals’ approach would have
gone beyond ‘behaviour change’ to cover:
• Helping prevent people taking up smoking
• Helping existing smokers quit
• Helping maintain and support behaviour
Changing established behaviours is generally harder
than helping prevent them in the first place!
Major influences on behaviour
Options and choices
To consider and assess the impact of different influences
on the behaviour of the target audience or customer
National Benchmark Criteria 3
Theory-based
Behavioural theory informed
Drawing on an integrated theory framework
National Benchmark Criteria 3
Theory-based
•
Theory is used transparently to inform and guide development, and theoretical
assumptions tested as part of the development process
•
An open integrated theory framework is used that avoids tendency to simply apply
the same preferred theory to every given situation
•
Takes into account behavioural theory across 4 primary domains:
1. bio-physical
2. psychological
3. social
4. environmental / ecological
Behavioural interventions
Understanding the customer(s)
or: citizen, client, consumer, patient, community, public (etc)
Understanding
the behaviour
BEHAVIOUR
patterns & trends
What they do
‘patterns & trends’
‘influences & influencers’
Understanding what the
key influences are
behavioural
THEORY
Why they do it
‘Integrated theory framework’
Considering the range
of options for action
INTERVENTION
Options and ‘mix’
‘4 primary components’
Wide range of behavioural theories
Some examples commonly mentioned:
Diffusion of innovations theory
Social learning theory
Health belief model
Theory of reasoned action
Model of interpersonal behaviour
Protection motivation theory
Goal-setting theory
Theory of planned behaviour
Model of action phases
Stages of change
Trans-theoretical model
Prototype / willingness model
Social cognitive theory
Rogers 1962
Akers & Ronald 1973
Rosenstock 1974
Fishbein 1980
Triandis 1980
Rogers 1983
Locke & Latham 1990
Ajzen 1991
Heckhausen 1991
Prochaska, DiClemente 1992
Prochaska et al 1992
Gibbons et al 1998
Bandura 1999
BUT there are many more!
AND the issue is how to decide what to use and draw from?
Integrated theory framework
for behavioural influences
Integrated theory framework
for behavioural influences
A wider range of
disciplines and
theory that can
contribute
Using an open theory approach
A key consideration is deciding which disciplines and related theory to draw from,
in selecting an intervention method or approach
It is important to:
•
Start with ‘the customer’ first
•
Gaining a deep understanding & insight into their everyday lives
– ‘what moves & motivates them’
•
Then from initial ‘customer insight’ looking at what theory can best
inform intervention option selection
•
Avoiding automatic application of ‘our preferred theory’ to every
situation and audience
Theory framework – checklist tool
Taking the potential complexity & managing it
BEHAVIOUR:……………………………………………………..
What factors / theories are potentially relevant?
1. Biological / physical
2. Psychological
3. Social
4. Wider environment
Starting with an open analysis
Avoid closed analysis
Keeping the analysis open
Starting with our own preferred theory
Start by developing a robust understanding
of the customer
eg: collecting data / intelligence on relevant behaviour and related
knowledge / perceptions / attitudes / beliefs / values
Examining the behaviour from the
perspective of your preferred theory
Select intervention options that are
grounded in the theory you started with
Draw down from the range of theories
(across different disciplines) to identify
ones that might offer insight &
opportunities for ways to intervene
Develop a ‘working proposition’ for how to
achieve & maintain the desired behaviour
Select intervention options most likely to
achieve the behavioural goals
National Benchmark Criteria 4
Insight
Based on developing a deeper
insight’ approach
what ‘moves and motivates’
National Benchmark Criteria 4
Insight
•
Focus is clearly on gaining a deep understanding and insight into what moves and
motivates the consumer.
•
Drills down from a wider understanding of the customer to focus on identifying key
factors and issues relevant to positively influencing particular behaviour.
•
Approach based on identifying and developing ‘actionable insights’ using considered
judgement, rather than just generating data and intelligence.
Developing ‘actionable insights’
Moving from information to insight
•
Important to move away from simply identifying and collecting a wide range
of information, data and intelligence
•
Towards identifying potential ‘insights’ within the data and intelligence
– and then testing these with the audience
Behaviour and theory
Drawing
on theories
from across
different disciplines
Developing
‘a proposition’
based on insights
Considering
intervention
options & developing
a strategy
}
Understanding
the customer’s
behaviour
How to move from:
current behaviour
desired behaviour
Developing a proposition
current
behaviour
and related
knowledge,
attitudes, beliefs,
perceptions,
values,
emotional
engagement
INSIGHTS
How to move from current to desired behaviour
intervention mix
PROPOSITION
What will achieve and maintain
desired behaviour?
social marketing mix
desired target
behaviour
specific and measurable
behavioural goals
Proposition checklist
1. Has the proposition been developed based on clear audience / customer insights?
2. Are there different propositions tailored to different needs and contexts of different
audience segments?
3. Does the proposition clearly articulate what’s in it for the customer(s) or society as
a whole?
4. Is it clear that the proposition is not simply a restatement of the intervention aims
or policy goals?
5. Is it clear how the proposition will address or counter competition for the time and
attention of the audience?
6. Is the proposition simple and straight forward to understand? (ie: a single line)
7. Is the proposition in everyday language?
8. Have those who need to follow up or contribute to components of the intervention
been briefed and understand the reasons for the proposition?
9. Are pre-testing plans in place for intervention components have been developed
based on the proposition?
National Benchmark Criteria 5
Exchange
Incorporates an ‘exchange’ analysis
Understanding what the person has
to give to get the benefits
National Benchmark Criteria 5
Exchange
•
Clear analysis of the full cost to the consumer in achieving the proposed benefit
(financial, physical, social, time spent, etc.)
•
Analysis of the perceived / actual costs versus perceived / actual benefits
•
Incentives, recognition, reward, and disincentives are considered and tailored
according to specific audiences, based on what they value
Incentives and barriers
for both the positive and problematic behaviour
Incentives and barriers
for both the positive and problematic behaviour
Critical point:
When considering ‘incentives and barriers’ it is important to not just focus on the
‘problem behaviour’.
Considering the ‘desired behaviour’ is key and provides additional options for ways to
build on and reinforce this behaviour.
For example:
When looking at high teenage pregnancy rates in a deprived community it can be as
valuable to consider those young woman who despite their social and environmental
context don’t become pregnant in their teens.
‘Exchange’ concept
In very simple terms for the exchange to be positive the ‘benefits’
to the customer need to be greater than the costs to them
BENEFITS
vs
costs
Examples:
1. Smoking, 2. Immunisation, 3. Condom use
CRITICAL POINT
The ‘benefits’ must be what the audience / customer thinks are important and will value
– not what we may think are important.
Going for a Mammogram
Crafting benefits to directly address costs
Example:
National Benchmark Criteria 6
Competition
Incorporates a ‘competition’ analysis
Understanding what competes for the
time and attention of the audience
National Benchmark Criteria 6
Competition
•
Both internal & external competition considered and addressed
Internal
eg: psychological factors, pleasure, desire, risk taking, addiction etc
External
eg: wider influences / influencers competing for audience’s attention and time,
promoting or reinforcing alternative or counter behaviours
•
Strategies aimed to minimise potential impact of competition by considering positive
and problematic external influences and influencers
•
Factors competing for the time and attention of a given audience considered
Understanding the competition
‘our’ mission & messages
Understanding the competition
Everyday life
Understanding the competition
Reality check
National Benchmark Criteria 7
Segmentation
Uses a developed segmentation approach
(not just targeting)
Avoiding blanket approaches
National Benchmark Criteria 7
Segmentation
•
Traditional demographic or epidemiological targeting used,
but not relied on exclusively
•
Deeper segmented approaches that focus on what ‘moves and motivates’ the relevant
audience, drawing on greater use of psycho-graphic data
•
Interventions directly tailored to specific audience segments rather than reliance on
‘blanket’ approaches
•
Future life-style trends considered and addressed
Segmentation
• Segmentation involves a process of looking at the audience or ‘market’ and seeking
to
identify distinct sub-groups (segments) that may have similar needs, attitudes
or
behaviours.
•
Traditionally this has focused attention on the use of demography and
geo-demographic mapping.
•
In the health context this can also include use of epidemiological data and mapping.
•
However the wider use of attitudinal and psycho-graphic data provides potentially
valuable ways to identify potentially homogeneous groups that may provide a useful
starting point for developing tailored interventions.
Important note:
The is no ‘right way’ to do segmentation and in each case the task is to examine potential
data that might assist or support segmentation. Then using the ‘utility principle’ test out
which might best assist future intervention design and development.
Segmentation
“the process of sub-dividing a market into distinct subsets of
customers that behave in the same way or have similar needs”
Commercial companies often segment according to one or more of the following critera:
•
Geography
•
Demographics
•
Psycho-graphics
•
Behavioural characteristics
•
Benefits sought
Segmentation – options
Some examples
SOCIO-DEMOGRAPHIC
GEO-DEMOGRAPHIC
PSYCHO-GRAPHIC
AND ATTITUDINAL
BEHAVIOURAL
each has strengths
and weaknesses
SERVICE UTILISATION
EPIDEMIOLOGICAL
(in health context)
USING INFLUENCERS
SOCIAL NETWORK
ANALYSIS
Segmentation components
INPUT
OUTPUT
mix
understanding & insight
SOCIO-DEMOGRAPHIC
BEHAVIOURS
Who & where people are
Social context and settings
What people do
Behaviour and service use
PSYCHO-GRAPHIC
AND ATTITUDINAL
USING INFLUENCERS
SOCIAL NETWORK
ANALYSIS
(general lifestyle and topic specific)
Media consumption
How people think & feel
Needs, benefits, motivations
Values and beliefs
Influences (reference groups)
and relevant influencers
}
KEY SEGMENTS
(whole person)
Segmentation:
examples of tools and resources
SOCIO &
GEO-DEMOGRAPHIC
Mosaic
Census UK
Acorn
DemographicsNowUK
TGI
People and Places
World Esomar Research
BEHAVIOURAL
bmra
MRS
ESRC
PYCHO-DEMOGRAPHIC
Academia
Social Research Association
Common segmentation factors
Overview
BEHAVIOURS / ‘MODE’
SOCIO-DEMOGRAPHIC
ATTITUDES
based on what people do
based on who people are
based on how people think & feel
Behaviour & usage, eg
> frequency
> place
> time
> occasion
> extent of use (a little / a lot)
> persistency (loyalty)
Activities & interest, eg
> type of activity (sport)
> lifestyle
> car, bike, walk
> leisure interest
> what money spent on
Media consumption, eg
> TV channels, radio, press
> where most info comes from
> internet & digital use
> how info is absorbed
> what media engaged
> access to media
Demographics, eg
> gender
> family – age & life stage
> household type / composition
> education
> income & social class
> working status
> physical status
> urban vs rural
> postcode & region
> mobility
> moving frequency
> house ownership
Needs, benefits, motivations, eg
> need, convenience, reliability, support
> beliefs, desires, wants
> deep seated drivers (love, hope)
MULTI-FACTORAL SEGEMENTATION
based on combination of data and factors
> data fusion and synthesis
> statistical modelling
Adapted from GCN Engage www.comms.gov.uk/engage
Attitudes & beliefs eg
> to life in general
> to organisation intervening
(local or national body, Govt etc)
> life specific
(health, food, exercise, race)
Influences, eg
> authority figures
(teachers, doctors, police, social
workers)
> parents, friends & peers
> role models – community influences
National Benchmark Criteria 8
Methods mix
Identifies an appropriate ‘mix of methods
‘intervention mix’ = for strategic social marketing
‘marketing mix’ = for operational social marketing
National Benchmark Criteria 8
Methods Mix
•
Range of methods used to establish an appropriate mix of methods
Avoids reliance on single methods or approaches used in isolation
•
Methods and approaches developed taking full account of any other
interventions in order to achieve synergy and enhance the overall impact
•
Four primary intervention domains considered:
1. informing / encouraging
2. servicing / supporting
3. designing / adjusting environment
4. controlling / regulating
Huge range of intervention
methods and approaches
Public hea
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Research
Keeping the focus on
what will influence the behaviour
It is possible to get caught in a debate about where a particular intervention is ‘social marketing’ or
not.
Some question if we ‘go up-stream’ to address issues such as legislation and regulation, and
consider interventions that might include aspects of controlling or restricting behaviour, whether this
can still be considered as social marketing or not. This is in part why we make an important
distinction between:
strategic social marketing and operational social marketing.
Wherever it is possible to adopt a strategic approach, it is critical that the basic customer
understanding and insight that social marketing can bring is directly used to inform strategic
considerations of what overall package or mix of interventions is appropriate to use.
For example, if customer insights indicate that no amount of encouragement or promotion will
encourage some ‘entrenched resisters’ to alter their behaviour then it is this ‘insight’ that informs the
ethical considerations regarding use of restricting or controlling approaches. Rather than focusing
on whether this would be social marketing or not the important consideration is that using social
marketing customer insights can be critical to decisions about the intervention mix to use.
The intervention mix
and the marketing mix
Intervention mix
– at the strategic social marketing level
•
Considering what intervention options to use
•
Considering the balance or ‘mix’ between different intervention options
•
Assessing benefits of including a social marketing intervention in the mix
Marketing mix or social marketing mix
– at the operational social marketing level
•
Considering what methods and approaches to use
•
Considering the balance or ‘mix’ between different methods and approaches within the
specific social marketing intervention
D.
The
fit
with marketing
Recognising the differences
COMMERCIAL MARKETING
The classic 4 P’s
SOCIAL MARKETING
‘The 2 parents’
THE BEHAVIOUR
Purchasing of a product or service
– ideally repeatedly –
Often complex individual & societal behaviours
a range of major behavioural challenges
The classic 4 P’s of marketing
Useful but not directly transferable to social marketing
•
In commercial marketing the concept of the 4 P’s was developed to highlight key aspects
in developing marketing, sometimes referred to as the marketing mix.
Product – Price – Place – Promotion
•
This concept has proved useful and enduring in the commercial context, helping to
assist the systematic consideration of the marketing process and helping effective
development and targeting.
Classic 4 P’s of marketing
•
Product
What does the customer / consumer get?
What’s being offered to them?
•
Price
How much will it cost them?
(Not just money, but also time, effort, emotional costs, etc)
•
Place
Where does the relevant behaviour happen?
Where are there opportunities to reach the customer / consumer?
•
Promotion
What package of incentives can be put in place
which will be valued by the customer / consumer?
Sometimes referred to as the ‘marketing mix’
Social marketing goes beyond the 4 P’s
While it can be a useful starting point in social marketing to consider the 4 P’s, in practice a more
developed approach is required. Increasingly people have recognised the limitations of the 4 P’s
when tackling the more complex lifestyle and behavioural challenges that need addressing.
To recognise the need to go beyond the 4 P’s, some have simply added in more P’s:
•
Proposition
How it is envisaged that the intervention will help and support the customer to
move from current to desired behaviour.
•
Partnerships Identifying common goals and working together in genuine collaborative partnerships
•
Purse-strings Looking at ways to maximise resources by engaging across all sectors
– not just financial but also human resources
•
Politics
Recognising the political drivers and potential constraints and looking at ways
to inform, influence and engage the relevant ‘political players’
•
Policy
Using social marketing to help link and connect different policy agendas
– maximising its impact across a whole system
•
People...
Public, Professionals, Politicians
– recognising the customer can be any or all of these and gearing efforts accordingly
•
P ...
….and potentially many more!
Different types of marketing
that can contribute to ‘social good’
PRIVATE & BUSINESS
SECTOR
PUBLIC & THIRD
SECTOR
Different types of marketing
that can contribute to ‘social good’
Marketing in the COMMERCIAL / PRIVATE SECTOR
Where marketing can contribute to ‘social good’
CAUSE-RELATED MARKETING
Where marketing approach includes a % of profits going to a good cause
PRO-SOCIAL MARKETING
Where marketing approach includes providing a profile for a social issue
SOCIETAL MARKETING
Where marketing approach promotes the companies commitment to positive
and responsible business practices and policies eg recycling
Marketing in the PUBLIC or THIRD SECTOR
Where marketing’s main aim is a ‘social good’
SOCIAL MARKETING
Where marketing is used to help achieve and sustain positive behaviours for social good
SERVICE OR ORGANISATIONAL MARKETING
Where marketing is used to promote a public or third sector service or the organisation
– can include generating income but where monies raise go directly back into organisation’s
‘social’ aims
Linking marketing strategies and developing
partnerships to contribute to a social good
Potential for
partnerships to
work together
for ‘social good’
Recognising some of the differences
Commercial marketers
Social marketers
Primary aim: Sales, profit and shareholder value
Primary aim: Achieving a ‘social good’
Funded from: Investments and sales
Funded from: Public funds (taxes, donations)
Privately accountable
eg: shareholders and directors
Publicly accountable
Performance measured in profits and market share
Performance measured by actual behavioural goals
Defined products or services driven by demand
Products or services often focused on addressing
complex, challenging or controversial behaviours
Commercial culture – risk-taking
culture often evident
Public sector culture – risk averse
culture often evident
Relationships commonly competitive
Relationships often based on building trust
E.
Social marketing as a planned
process
A systematic total process approach
• The key stages in the Total Process Planning model will be familiar to anyone
applying
systematic programme or project planning methods:
scope >> develop >> implement >> evaluate >> follow-up!
• While this is a broadly linear process, with each step feeding into the next, the way
that
activities are organised within each stage is much more organic and fluid.
Being flexible, but also systematic
• While social marketing is flexible and can be adapted and tailored to different
contexts,
it is important to be systematic when applying it as an intervention.
• Avoiding the temptation to merge stages is particularly important. eg: avoiding
jumping into the development stage before proper scoping has been undertaken.
• Investment of time and effort in effective scoping and development is a critical
success factor for most interventions, but for social marketing it can make the
difference
between a powerful intervention with strong impacts, and one
which is ineffective.
Total Process Planning model
A straightforward but systematic and staged process
Total Process Planning framework
Using the process systematically means that learning and insights from
each stage can be used to feed into the scoping and development of new
initiatives, as they are agreed and resourced.
Building this approach over time, means that all scoping work can therefore
take account and build on the learning from previous interventions.
Total Process Planning framework
Beware:
The TPP framework looks on first glance to be a fairly basic and straight-forward
process. However in practice it can be much harder to achieve.
In undertaking our 2 year independent national review of social marketing
we found (despite some positive examples):
•
Limited evidence that a formal ‘scoping stage’ is routinely undertaken.
•
Where aspects were present, they were often not written up, to help guide development and
support on-going stakeholder engagement, or subsequent review.
•
Reliance on a ‘mission and message’ approach was strong and this tended to mean initial
work jumped to the ‘Development Stage’ with the crafting of key messages.
• Side-stepping of important scoping work around understanding the audience and what
would
in practice, move and motivate them (rather than assuming that ‘a message’ would).
Scoping stage – key elements
SCOPING describing presenting issue, examining audience and behaviour
•
Initial preparation work – establishing starting point
•
Team development, alongside stakeholders and partners engagement
•
Behavioural analysis and ‘customer’ understanding, insight and segmentation
•
Developing an initial ‘proposition’ and selecting relevant intervention options
•
Confirming agreement on what to move into the ‘Development’ stage with
(with relevant decision making) – writing report (inc: ethical audit checklist)
Primary output:
‘A SCOPING REPORT’
Note: Activities are rarely sequential and usually involve a more fluid & iterative process.
Scoping stage – key elements
Note: Activities are rarely sequential and usually involve a more fluid & iterative process.
Development stage
Testing out the proposition and developing a specific social marketing
intervention – key aspects include:
•
Examining a range of social marketing activity and deciding what
‘social marketing mix’ to use
•
Undertaking primary development work and ensuring that secondary
development ‘pre-tests’ and refines work
•
Determining appropriate indicators and how best to verify
•
Effective stakeholder involvement and ‘priming’ are critical success factors
to any subsequent implementation
Note: Once the proposition is developed and pre-tested this can involve adjusting or refining the original
scoping work, based on audience or ‘customer’ feedback
Development stage
Tasks are illustrative
– a fuller Planning Resource
is being developed
DEVELOP
Primary: Testing out ‘the proposition’
•
•
•
•
•
Social marketing options and mix
Potential incentives and barriers
Segmentation and targeting
Further refining aims and objectives
Indicators of success and verification
Short, medium and long term
• Evaluation research design
• Creative development and design
• Message(s) where relevant to approach
Secondary: Pre-testing / refining / adjusting
• Testing concepts, approaches, and related
messages with relevant audience(s)
• Scheduling and phasing action
• Stakeholder supports
Sales-force preparation/priming
Note: Activities are rarely sequential and usually
involve a more fluid & iterative process.
Implementation stage
The most immediately visible stage of social marketing
– key aspects include:
•
Handling a ‘live’ and dynamic process that needs to be actively managed
to ensure both
a) Potential new opportunities arising from the intervention are identified and rapidly
capitalised on
b) Potential issues and problems anticipated, or rapidly identified and addressed
•
Maintaining effective stakeholder engagement is critical – ensuring that
‘the potential sales-force’ are fully informed and are able to actively input
to developments as they occur
Implementation stage
Tasks are illustrative
– a fuller Planning Resource
is being developed
IMPLEMENT
Commence interventions / campaign
•
•
•
•
•
Active live monitoring
Spotting other potential opportunities
Tackling possible issues or problems
Live adjustment and refinement
Maintaining stakeholder engagement
sales-force support
Complete current stage
Note: Activities are rarely sequential and usually
involve a more fluid & iterative process.
• Recording and capturing
• Feeding back, acknowledging
and thanking!
• Inputting into developing
evidence base
NSM Centre Archive Resource
Evaluation stage
Dedicated to examining and reviewing the intervention
– key aspects include:
•
Evaluating impact, outcome, process and cost-effectiveness
•
Determining the actual impact on specific behavioural goals
While factors such as ‘levels of awareness’ and ‘audience views of interventions’
may be important they are secondary considerations to what actually happened
in terms of the targeted behaviours
•
Ensuring relevant stakeholders and partner input – utilising effective
participatory evaluation
Note: While this is a specific stage, it is important to ensure effective integration of an
‘evaluation mindset’ through all the stages of the process, from scoping onwards
Evaluation stage
Tasks are illustrative
– a fuller Planning Resource
is being developed
EVALUATE
Impact
• Assessing achievement of aims and
objectives Using short, medium and long
term indicators
• Audience(s) knowledge, attitudes and
particularly behavioural goals
• Opinions of others
parents, opinion leaders, stakeholders
• Wider societal reactions eg: media coverage
• Identifying any unintended impacts
positive or negative
Process
• Learning from how the work was undertaken
efficiency, effectiveness, equity, quality,
engagement, management process, etc
Cost assessment
• Potential cost-effectiveness / cost-benefit
Note: Activities are rarely sequential and usually
involve a more fluid & iterative process.
Follow-up stage
Importance of recognising it as a dedicated stage
•
Evaluation is often seen as the end stage of interventions. However, having
a clear and dedicated follow-up stage is critical to ensuring short-term impacts
are built into on-going medium and longer term work
•
The central purpose of this stage is to:
a) actively consider the outcome from the evaluation stage
(avoiding potential for findings to be left on the shelf)
b) to decide how best to capitalise on what has been achieved
c) To be clear about what remains to be achieved
d) To capture and record follow-on decisions to inform further scoping work
for any follow-on activities
e) to directly inform further resource decisions for on-going work
Follow-up stage
Tasks are illustrative
– a fuller Planning Resource
is being developed
FOLLOW-UP
• Considering with stakeholders
implications arising from evaluation
• Following up with relevant decision-makers
and commissioners as relevant
• Capitalising on what was achieved
• Following-up for medium and long term
• Reviewing in relation to other interventions
(non-social marketing) outcomes
• Recording and capturing to inform any
further scoping and development work
Note: Activities are rarely sequential and usually
involve a more fluid & iterative process.
F.
Recognising success
& spotting rubbish
Behavioural interventions
and social marketing
KEYS TO SUCCESS
1. Strong customer orientation and ‘insight’ focus
Theory, evidence and audience / market research driven
2. Explicit behavioural goals established
Tailored to different segments as required
3. Whole system analysis and wider determinants approach adopted
Addressing ‘the customer’ in their wider social and environmental context
4. Segmentation used to tailor approaches to different audiences / customers
Avoiding generalised ‘blanket’ messaging
5. Active engagement of individuals and communities
Drawing in understanding and insights, and moblising contributions
6. Significant investment in developing multi-sector partnerships
Mobilising ‘delivery coalitions’
Behavioural interventions
and social marketing
KEYS TO SUCCESS
7. Clear and systematic planning that assists stakeholder engagement
Time and effort invested in coordination and information management
8. Budget allocations and resources appropriate to aims and objectives
Realistic assessment of what budgets and resources can achieve
9. Multi-component strategies used (intervention and marketing mix)
Avoiding reliance on single methods
10. Commitment to sustained approach, which mobilises resources and assets
Focusing on the longer term, and not just driven by budget allocations
11.
Integrated model used to encourage connections and synergies
Helping join up and link different local, regional and national efforts
12.
Learning and reflective culture in place
Alongside effective review and on-going evaluation
‘Rubbish social marketing’
How to spot the symptoms (1)
• No clear focus on specific behaviour
distorted emphasis on ‘providing information’ and ‘raising awareness’
– behavioural goal too broad and generalised
•
‘Mission and message-based’ and not ‘People-based’
– too strong a focus on ‘getting our message across’
•
Focuses on the individual and their ‘lifestyle’ in isolation
– without addressing wider influences, outside of their control
•
Over-reliance on ‘communications’
– failure to look at full range of influences on behaviour
–
• Too much attention on trying to change people’s values and beliefs –
instead of starting from where people are at
•
Not really understanding what is important to the audience
– failing to really look at what ‘moves and motivates’
•
No ethical framework used to inform intervention selection and mix
‘Rubbish social marketing’
How to spot the symptoms (2)
•
Focuses on the wrong ‘customers’
– not addressing role of politicians, professionals, practitioners
•
Distorting focus on the ‘problem behaviour’
– not looking at both ‘desired’ & ‘problem’ behaviours
– not addressing the interface between them
•
Limiting application of different behavioural theory
– tendency to use the same theory in every situation
•
Generalised targeting without any real ‘segmentation’ analysis
•
Over-reliance on ‘single methods’
– failure to develop an appropriate intervention/marketing mix
•
Weak use of ‘exchange’ – more ‘our benefits’, not the audience’s
•
Failure to consider and address the ‘competition’
– eg: not addressing the real benefits of the problem behaviour
•
Limited one-off interventions, no medium or longer term approach
We are in this together
Your feedback
While the content of this resource comes from the material we use in more interactive training and
development sessions where it is possible to examine issues more fully, we would nevertheless be pleased
to receive comments on the material and ideas in it. Please send feedback and comments by emailing us
on: nsmc@ncc.org.uk
Your work
If you are involved in work that focuses on trying to achieve different behavioural goals with different
individuals, groups and communities, then we would be pleased to hear from you and to receive
information on your developing work. We are particularly keen to receive information on different types of
evaluation that have been undertaken, where these can demonstrate an impact on behaviour.
Network and database
To join our National Social Marketing e-Network send us your contact details and we will add you
to our database.
Important note: We are well aware of information overload and therefore limit the general information /
update emails we might send out to around four a year.
The NSM Centre is a strategic partnership
between the Government and the NCC
National Social Marketing Centre
c/o Consumer Focus
4th Floor, Artillery House, Artillery Row, London SW1P 1RT
Phone 020 7799 7900
Fax 020 7799 7901
Email info@nsmcentre.org.uk
Website www.nsmcentre.org.uk
realising the
potential of effective
social marketing