social marketing. social reporting. social thinking beyond philanthropy: a briefing for maala...
TRANSCRIPT
. Social Marketing . Social Reporting . Social Thinking
beyond philanthropy: a briefing for MAALAoctober 2001
Contents
• Introduction to:– Good Business
– social marketing
• BSkyB case study – Reach For The Sky
• Nike and DaimlerChrysler snapshot case studies
• Designing a strategy
• Selecting a cause
• Creating a campaign
Good Business
• Established 1997; independent, full service social marketing agency
• Experience in commercial communications combined with detailed knowledge of social policy and the voluntary sector
• Member of the Institute of Social and Ethical Accountability
• Selected as one of Sunday Business/Management Today ‘Vision 100’ most visionary companies in the UK, January 2001
Major client experience
Arcadia Group Marks & Spencer
BSkyB Morgan Stanley
Centrica NatWest
Coca-Cola New Millennium Experience Co.
Co-Operative Bank Nike
DaimlerChrysler RAC
DETR/Constructionline Scottish Power
firstdirect Unilever
Social Marketing =social solutions for marketing
objectives
• A partnership between a company and a social cause for mutual benefit
• A way for companies and brands to help themselves by helping society
• Examples include: Kelloggs Australia/Kids Help Line; Tesco UK/Computers for Schools; VISA USA/Read Me A Story; Sky TV UK/Reach For The Sky; Sears Roebuck USA/Get Back Give Back; British Gas/Help the Aged
Consumers are attracted to it
• Latest UK Business in the Community/Research International survey (November 2000) showed:
• Growing consumer awareness and acceptance of social marketing
• 67% participation in a social marketing initiative of some kind
• Of these, 77% felt more positively about relevant brand; 48% changed behaviour by: switching, trialling or increasing usage
• 59% would be more likely to use/recommend/be loyal to brand
• Consumers who were aware of the social marketing campaigns scored the relevant brands significantly higher on three key brand affinity measures: comfort, innovation and trust
Consumers accept the ‘deal’
• Reasons given for non-participation in social marketing campaigns:
prefer to support good causes another way 4%
too many schemes like this 3%
don’t agree with this type of scheme 1%
it’s the Government’s job, not business’ 1%
it’s just a cover-up for anti-social activities 7%
• 67% of consumers think more companies should be involved in social marketing(Business in the Community/Research International)
Employees are motivated by it
• 9 out of 10 workers whose company has a social marketing programme feel proud of their company’s values vs. 56% in companies without
• 87% feel a strong sense of loyalty to their employer vs 67% in companies without social marketing programmes
• 56% of workers wish their employers would do more to support a social cause
• Amongst Ivy League graduates, good corporate reputation ranked no.2 among factors influencing choice of employer; behind career growth potential but ahead of salary, benefits, corporate financial performance, and sports and social facilities
(US: Cone/Roper)
Investors, regulators and legislators are expecting it
• Since July 3rd 2000, all UK pension funds must declare their policy on social, ethical, environmental investing
• From 2001, the London Stock Exchange listing rules include reputation and probity in Directors’ responsibilities for risk
• Company Law Reform set to impose/encourage triple bottom line reporting: financial, environmental/social
• FTSE4Good from June 2001
Government expects it
• Tony Blair:– “The 21st century company will be different. Britain’s
most successful companies are realising that every customer is party of a community, and that social responsibility is not an optional extra.”
• Kim Howells, formerly Minister for Corporate Social Responsibility:– “The business case made for widening the reach of
corporate social responsibility (CSR) - and for CSR managers to have the ear of their CEO directly - tends to focus on the issue of reputation management…image is easier to communicate if it matches reality. In short, there are gains to be made from embedding a CSR mentality in your business.”
Role of social marketing
To combine the consumer power of brand marketing
with the reputation benefitsof corporate citizenship
Combining corporate strengths
•Shares my values
•Believes in the things I do
•Can be trusted to do the right thing
•Is a force for good
•Satisfies my needs
•Is a big brand that can get things done
•Rewards me for my purchase decision
•Does good every now and again
‘Corporate citizenship’ ‘Brand marketing’
Low consumer impact; risk of ‘dull and worthy’
Low opinion former impact; risk of ‘superficial’
A powerful combination
‘Corporate citizenship’ ‘Brand marketing’
Inspirational use of brands to help social progress
Social marketing
Delivers tangible benefit to me, my
family, my community
Brings values as well as value
Is a force for long-term good
Social marketing is an efficient reputation tool
different sites/divisions
media
local communities
customers
suppliers
social marketingcampaign
staff
NGOs/voluntary sector
opinion formers/regulators
Social marketing campaigns: the potential opportunities
• Define brands on an emotional level
• Attract customers and build loyalty
• Attract, retain and inspire employees
• Gain favourable media coverage (esp.
local/regional)
• Gain approval from opinion formers, investors
• Improve relationships with local communities and
suppliers
Social marketing campaigns:the dangers and pitfalls
• Dominance of a charity/good cause brand
• Best Practice Disease: identikit programmes that deliver
little distinctive brand benefit
• Lack of focus: piecemeal programmes which try to tackle too
many issues in too little depth
• Lack of creativity: different standards applied to
social/community projects than to mainstream communications activities
• Superficial partnerships: short-term, exploitative links with
charities and causes (potential for cynicism, or even hostile backlash)
Developing a social marketing strategy:
Sky case study
Start with brand values
Start with brand values
Challenge, innovation, creativity, entertainment
Specify marketing objectives
Challenge, innovation, creativity, entertainment
Marketing objectives
Specify marketing objectives
Challenge, innovation, creativity, entertainment
Marketing objectives‘Softer’ side of Sky
Middle England mums
Not just sport
Identify social cause
Challenge, innovation, creativity, entertainment
Social cause Marketing objectives‘Softer’ side of Sky
Middle England mums
Not just sport
Identify social cause
Challenge, innovation, creativity, entertainment
Social cause Marketing objectivesBrand most trusted by
teenagers
Poor careers advice in schools
No link between jobs/passions
‘Softer’ side of Sky
Middle England mums
Not just sport
Find the common ground
Challenge, innovation, creativity, entertainment
Social cause Marketing objectivesBrand most trusted by
teenagers
Poor careers advice in schools
No link between jobs/passions
‘Softer’ side of Sky
Middle England mums
Not just sport
Find the common ground
Challenge, innovation, creativity, entertainment
Social cause Marketing objectives
inspire teenagers to
see what they can be
Brand most trusted by teenagers
Poor careers advice in schools
No link between jobs/passions
‘Softer’ side of Sky
Middle England mums
Not just sport
Create an inspiring campaign
Challenge, innovation, creativity, entertainment
Social cause Marketing objectives
inspire teenagers to
see what they can be
Brand most trusted by teenagers
Poor careers advice in schools
No link between jobs/passions
‘Softer’ side of Sky
Middle England mums
Not just sport
Create an inspiring campaign
Challenge, innovation, creativity, entertainment
Social cause Marketing objectives
inspire teenagers to
see what they can be
Reach for The Sky
Brand most trusted by teenagers
Poor careers advice in schools
No link between jobs/passions
‘Softer’ side of Sky
Middle England mums
Not just sport
Reach For The Sky
• Fresh, inspiring approach to career advice: backing from DfEE, schools career services, community partners, parent groups; working with public and voluntary sector experts to deliver innovative, top quality content
• Fully integrated campaign (TV, radio, magazine, website, grass roots career development workshops)
• Sky employees involved as mentors• Over 1 million website users• Over 14 million viewers of TV ads• 500,000 magazines distributed• 19 locations for workshops around UK • Evaluation shows significant marketing and social
impact, and internal benefits
A fully integrated corporate campaign
Reach For The Sky
on-air
website
0800 no.
cinema
grass roots
nationwide
tactical marketin
g
customer loyalty
employee participati
on
magazine
Marketing impact
• Customer perception of Sky doing good work in the community: 30% to 47%
• 73% of customers who are parents more likely to continue subscribing
• 53% of customers who aren’t parents more likely to continue subscribing
• 46% of non-customers more likely to subscribe
• 25% of general public more favourable to Sky
(Research International)
Social impact
• 92% of teenagers more motivated about potential careers
• 62% improved decision making skills• 75% more opportunity aware• 80% more self-aware• 91% improved career choice skills• 72% discovered new talents(Oxford University/DfEE Measurement of Guidance Impact)
Employee impact
• 73% increase in numbers volunteering• 79% of mentors improved skills• 86% greater pride and loyalty• 92% more productive• “I’d almost get attacked at parties when I
mentioned I work for Sky in the past. Reach For The Sky is part of changing this. Good PR and putting profit and turnover to good use. It fits with the company ethos and is doing something different and new.”
(Sky internal research)
Nike – zoneparcs/sport4londonschools
• Nike zoneparcs:– working with DCMS/DfEE/Youth Sport Trust to tackle
bullying/racism in schools via credibility of Nike brand– branded areas and structured activities to promote
positive use of break times in school• Nike sport4 londonschools:
– good cause component of Nike 10km London run in Summer 2001
– runners’ nominations win equipment for London schools– Good Business managing:
• campaign promotion• schools recruitment/participation• Nike staff involvement• fulfilment
DaimlerChrysler: Sport for Good
• Social marketing initiative a key component of the new Laureus Sports Awards, the world’s first sporting “Oscars”
• Good Business created and now manages the Sport For Good Foundation, supporting projects around the world which harness the power of sport to bring about social change
• Projects include: the Mathare Youth Football League in Kenya, tackling environment and health issues in one of Africa’s worst slums; Midnight Basketball in Virginia, USA, tackling urban youth crime, and Youth Sport Foyle in Ireland, bringing together previously divided communities through sport
Key learnings
Sole branding: to deliver ownership
Strong communication: to deliver awareness
Real investment: to deliver credibility
tailor-made programmes are best
Putting it into practice
Design strategy
Select cause
Create campaign
Designing a strategy
• Business social activity can be assessed on two key measures:– corporate vs consumer– responsible vs progressive
Corporate vs Consumer
• Corporate social marketing initiatives:
– reflect corporate status
– target opinion formers
– deliver low overall awareness (no word-of-mouth)
• Consumer social marketing initiatives:
– reflect the emotional component of brands
– target customers
– deliver high levels of awareness (word-of-mouth)
Responsible vs Progressive
• Responsible social marketing initiatives:– comply with best practice
– give resources to charities/good causes
– target niche, underprivileged groups
• Progressive social marketing initiatives:– demonstrate leadership and innovation
– use brands for social change
– target wider society
Consumer focus
Corporate focus
Responsible
Progressive
Consumer focus
Corporate focus
Responsible
Progressive
SAFE AND SOUND
LICENCE TO OPERATE DO-GOODER
DISTINCTIVE HERO
Hero Brands
Socially responsible within the business
+Social leaders outside the business
Selecting a cause
• Merits of potential social causes can be assessed on two key measures:– Expression vs Association – Edgy vs Populist
Expression vs Association
• A social cause that expresses the brand:
– instant/obvious fit
– ownership of a sector benefit
– related to a core competence
• A social cause with which to associate the brand:
– driven by target audience rather than brand/product
– reflecting corporate status
– could be done by anyone
Edgy vs Populist
• Edgy social causes:– are less well supported
– offer greater risk/reward
– are more efficient
• Populist social causes:– are over-subscribed
– are safe
– require greater investment
Expression
Association
Edgy Populist
Expression
Association
Edgy Populist
Microsoft: child abuse
Tesco: Computers for SchoolsWalkers: Books for SchoolsSainsbury’s: Comic ReliefVISA USA: Read Me A Story
British Gas: Help the AgedSky: Reach For The SkyNike: zoneparcs
MTV: AIDSMates: AIDS
Expression
Association
Edgy Populist
√
√
√
Example for a telecoms company…
Expression
Association
Edgy Populist
RACISM
LONELINESS
COMMUNITY
COMMUNICATION
FUNDRAISING
ENVIRONMENT
DEVELOPMENT (micro-credit)
Creating a campaign
• Social partners• Vehicles eg:
– sport– music– culture
• Mechanics eg:– sponsorship– sales promotion– Staff volunteering– Customer/staff fundraising
Development process
Development process
•Briefing•Stakeholder interviews•Concept generation•Social issues: other activity •Social partners•Promotional mechanics•Marketing partners
P, AD, AM
Concept
Development process
•Briefing•Stakeholder interviews•Concept generation•Social issues: other activity •Social partners•Promotional mechanics•Marketing partners
• Liaise with Corporate Affairs team•NGO, pressure group activity•Check for:HostilityImpact Flexibility
2 weeks
P, AD, AM P
Concept Issue risk assessme
nt
Development process
•Briefing•Stakeholder interviews•Concept generation•Social issues: other activity •Social partners•Promotional mechanics•Marketing partners
• Liaise with Corporate Affairs team•NGO, pressure group activity•Check for:HostilityImpact Flexibility
•Consumer focus groups
2 weeks 2 weeks
P, AD, AM P AD, AM
Concept Issue risk assessme
nt
Test concepts
Development process
•Briefing•Stakeholder interviews•Concept generation•Social issues: other activity •Social partners•Promotional mechanics•Marketing partners
• Liaise with Corporate Affairs team•NGO, pressure group activity•Check for:HostilityImpact Flexibility
•Consumer focus groups
•Incorporate consumer learnings•Budget•Timeline•Partners•Specify social and marketing objectives•Evaluation criteria
2 weeks 2 weeks
P, AD, AM P AD, AM P, AD, AM
Concept Issue risk assessme
nt
Test concepts
Refine concept
Development process
•Briefing•Stakeholder interviews•Concept generation•Social issues: other activity •Social partners•Promotional mechanics•Marketing partners
• Liaise with Corporate Affairs team•NGO, pressure group activity•Check for:HostilityImpact Flexibility
•Consumer focus groups
•Incorporate consumer learnings•Budget•Timeline•Partners•Specify social and marketing objectives•Evaluation criteria
•Partner negotiations•Comms. campaign•Creative materials
2 weeks 2 weeks
P, AD, AM P AD, AM P, AD, AM AD, AM, AE
Concept Issue risk assessme
nt
Test concepts
Refine concept
Planning/ logistics
Development process
•Briefing•Stakeholder interviews•Concept generation•Social issues: other activity •Social partners•Promotional mechanics•Marketing partners
• Liaise with Corporate Affairs team•NGO, pressure group activity•Check for:HostilityImpact Flexibility
•Consumer focus groups
•Incorporate consumer learnings•Budget•Timeline•Partners•Specify social and marketing objectives•Evaluation criteria
•Partner negotiations•Comms. campaign•Creative materials
•Launch•Events•Partner management•Comms.•Evaluation•Refreshment
2 weeks 2 weeks ongoing
P, AD, AM P AD, AM P, AD, AM AD, AM, AE
P, AD, AM, AE
Concept Issue risk assessme
nt
Test concepts
Refine concept
Planning/ logistics
Activation
Managing a campaign
Make sure it’s not just ‘Charity of the Year’
A range of relationships to be managed
Key relationships to be managed
BRAND
Good Business:
Project management, PRInternal:
Social partners: Marketing partners:
Activation:
Evaluation:
Enrolment, employee involvement
Charities, Government,
schools, councils etc
Set benchmarks: social and marketing
impact
Design, fulfilment, events,
promotions,advertising etc
Media, other brands
Good Business services
• Commercial audit and benchmarking of community investment
• Cause-related marketing campaign• Social sponsorship programme• Community investment programme• Social programme for employee pride• Charity partnership programme• Social risk reduction plan
Hero Brands
Socially responsible within the business
+Social leaders outside the business