social marketing as a tool in effecting change :

www.thensmc.com

Social Marketing as a tool in effecting change: The National Social Marketing Centre perspective

Nicola O’Reilly, The NSMC

Thursday 28 October 2010

www.thensmc.com

Why are we here?

HCC a new CVO network with building influence regionally in the area of NCDs and healthy living

Social marketing help deliver behaviour change to improve health internationally.

NSMC: Currently providing social marketing advice and communications support to the Caribbean Public Health Agency (CARPHA)

Today: Provide an introduction to the core principles and concepts of social marketing as a tool for effecting behaviour change – its all about change

www.carpha.org www.carpha.org

www.thensmc.com

NSMC: Focusing on behaviour change

• Centre of Excellence

• Strategic advice

• Capacity building

• Planning Guide

• Professional Standards

www.thensmc.com

Five key things about social marketing

1. Social marketing can help design better policy

2. Focused on behaviour

3. Start with audiences first

4. Cost-effective approach

5. Greater collaboration with stakeholders

www.thensmc.com

Cost-effectiveness

• £250 million on health promotion in UK

• £540 million on government advertising in UK

• £33 million – UK’s Central Office of Information spend on insight/evaluation

But by comparison...

• £1.8 billion - commercial market research

www.thensmc.com

The ‘expert knows best’ model

www.thensmc.com

The ‘public-driven’ model

www.thensmc.com

Expert Target

“Eat 5 Fruit and Veg Each Day”

“I’ve never eaten broccolli - ever”

www.thensmc.com

Research Design

Product

Place

Price

Promotion

Marketing Mix

Support me to get an HIV test

www.thensmc.com

What is social marketing?

• A management system for achieving behaviour change

• Combines marketing and social sciences

• Delivers a positive benefit for the individual and society

• Informs policy and programme development

• Improves public services and products

www.thensmc.com

The Most Important Thing

• We need to LISTEN to the people whose behaviour we want to change

• Whatever people do – they have their reasons

• They may not be “rational” and they may not even know what they are

www.thensmc.com

Everyday life is not about disease

CARINGCARINGTRAVELINGTRAVELING

EARNINGEARNING SPENDING /SAVINGSPENDING /SAVING

LIMINGLIMING LEARNINGLEARNING

EATINGEATING

www.thensmc.com

Basic principles

1. Put yourself in the shoes of the target group

2. Action is what counts (not beliefs or knowledge)

3. People take action when it benefits them - barriers keep people from acting

4. Professional’s activities should maximise these benefits and minimise the barriers

www.thensmc.com

It’s more than communications!

www.thensmc.com

“Customer intelligence is now a key factor in differentiating winners from the losers.” Business Week Best Performers 2007

www.thensmc.com

So what is insight?

• REALITY? Does it reflect something significant in people’s lives?

• RELEVANT? Is it applicable to our task or issue?

• RESONATES? Does it “ring bells” or ring true with the target audience?

• REACTION? Can we really see people acting or thinking differently as a result of applying it?

Source: UK Government Communications Network

www.thensmc.com

“So what?…”

WHAT? WHY? SO WHAT?

DataUnderstanding

Insight

Source: Government Communications Network

Facts & observations related to our insight task

Explaining what’s going on

The deep truth that strikes a chord with

people

www.thensmc.com

Rear seat beltsUnderstandingKey Data & Information Insight

Source: Government Communications Network

www.thensmc.com

www.thensmc.com

When we forget marketing

We create messages to EDUCATE people about risks, benefits, laws.

www.thensmc.com

When we add marketing

We create programmes, services and products which help people overcome barriers and add benefits they care about.

www.thensmc.com

Exchange: What can you offer me that is better than what I’m currently doing?

BENEFITS

BEHAVIOUR CHANGE

BARRIERS

www.thensmc.com

Benefits

• Improved self-image

• Good health

• Peace of mind

• Convenience

• Approval of people who matter

• Monetary costs

• Inconvenient hours

• Social stigma

• Ignorance about how to act

• Lack of belief in ability to act

Barriers

www.thensmc.com

Getting a breast exam

barriers benefits

• Fear of finding cancer

• Getting to the hospital

• Waiting for the results

• Offer counselling

• Mobile surgeries

• Reduce wait time

www.thensmc.com

Key elements of marketing

PRODUCT

PLACE

PROMOTION

PRICE

What we are offering to help the audience adopt the new behaviour

The costs/barriers to engagingin the new behaviour

Where you offer your Product - distribution, sales, support

How we persuade the audience to use the product

www.thensmc.com

Traditional ‘spray and pray’ MESSAGEDon’t sniff glue or aerosols, they can kill you

How terrifying, I won’t be doing that!

So what? It’s a kids drug, I wouldn’t be seen dead doing that.

Hmm, I didn’t know you could sniff glue – I’ll give that a try!

www.thensmc.com

A segmented approachBreak down the audience into clusters with

targeted interventions for each group

www.thensmc.com

Common variables

Demographic

Behavioural Psychographic

Geographic

AgeGenderFamily SizeIncomeOccupation

World, region or countryCountry regionPostcodeCity / inhabitants sizeDensity – urban / ruralClimate

Occasions – regular, social Benefits – quality, service, convenienceUser status – non-user, ex-user, potentialUsage rateLoyalty statusReadiness stageAttitude towards product

Attitudes Motivations Personality Values Beliefs Social ClassLifestyle

Adapted from Kotler, Roberto, Lee (2002)

Education Religion RaceGeneration Nationality

www.thensmc.com

We need to ensure the segmentation is relevant

“Just because single left-handed blonde

customers who drive Volvos purchase 1,450

per cent more widgets on alternative

Thursdays than their married non-blond,

right-handed, domestic car-driving

counterparts does not a marketing epiphany

make”

Michael Strange, 1999, Fortune Magazine

www.thensmc.com

Selecting segments

• Are they at risk?

• Do they contribute to the problem?

• Is the segment big enough?

• What are they currently doing?

• Can we reach them?

• Can we influence them?

• Can they influence others?

www.thensmc.com

‘Competition’

www.thensmc.com

Understanding social marketing

“We don’t see things as they are; we see them as we are”

Anais Nin

www.thensmc.com

Five key things

1. Social marketing can help design

better policy

2. Focused on behaviour

3. Start with audiences first

4. Cost-effective approach

5. Greater collaboration with stakeholders

www.thensmc.com

The NSMC tools and resources

The NSMC website www.thensmc.com •ShowCase database•Planning guide and toolbox•The NSMC e-bulletin

Other resources•Guide to procuring social marketing services•The National Occupational Standards for social marketing: a short guide•Benchmark criteria•Value for money calculator•Quality improvement framework•Behaviour change resource centre

Contact

Nicola O’Reillyn.oreilly@thensmc.com The NSMC4th Floor, Artillery HouseArtillery RowLondon SW1P 1RT

+4420 7799 7900www.thensmc.cominfo@thensmc.com