master class: ‘achieving positive€¦ · master class: ‘achieving positive ... • final...

Master Class: ‘Achieving positive

health impacts through social

marketing’

Tuesday 1st March 2016, 10.00am- 4.00pm

The Core, Science Central, Bath Lane, Newcastle Upon Tyne, NE4 5TF

Objectives:

• Enable delegates to gain an in depth understanding of ‘social marketing’ theory and concepts

• Through the use of case studies, ensure participants understand how social marketing can be applied – both in their roles and also to support in delivering improved healthcare and outcomes in a clinical setting within their organisations

• Through practical workshop exercises, promote participant networking to exchange and share their learning and collaborate on potential social marketing plans across the North East and North Cumbria

• Enable participants to access a suite of resources and materials to support them in developing these plans and putting them in to practice.

• Encourage delegates to take their learning back in to their organisations to share and put this learning in to practice.

Public Health and the Value of Disobedience: Critical Social Marketing

Professor Gerard Hastings OBE

Institute for Social Marketing

University of Stirling and the Open University

Critical Social Marketing Case Study: E- cigarettes and Tobacco Marketing Loopholes

Dr Marisa de Andrade

Lecturer and Programme Director in Integrated Service Improvement, Counselling & Psychotherapy and Applied Social Sciences, School of Health in Social Science, University of Edinburgh

Public Health and the Value of Disobedience:

Critical Social Marketing

Marisa de Andrade & Gerard Hastings

Newcastle

1st March 2016

STRUCTURE

1. What is marketing:

• Basic principles

• Strategic planning

• Final thought: this is about power

2. A case study of ecigarettes:

• Overview, evidence and policy options

3. Pushing back: social marketing

6

What is marketing?

Consider something you have bought

recently – an item of clothing perhaps

or an electrical appliance. Think

through why and how you bought it.

What made you think of it in the first

place? What encouraged or

discouraged you? Would you buy it

again? What did you like / dislike about

it and the process of buying it?

What does this tell us about marketing?

1. Needs and wants

– Listening

– Understanding and empathy

– Segmentation and targeting

Consumers

Stakeholders

What is marketing?

What is marketing?

1. Needs and wants

2. Availability and affordability

– Being there

– Context matters


What is marketing?

1. Needs and wants


3. Competition


What is marketing?

1. Needs and wants


3. Competition

4. Reputation

– Time

– Trust

– Emotion matters branding relationships


11

Relationship Marketing

• Its much cheaper to keep existing

customers, then win new ones

• Satisfied customers sell your product

for you

• Complaints are an opportunity to get

to know your customers

Loyalty schemes, customer service,

relationships not transactions

What is marketing?

1. Needs and wants


3. Competition

4. Reputation

5. Advertising?

– The marketing mix……


The Marketing Mix

“marketing is essentially about getting the right

product, at the right time, in the right place, with

the right price and presented in the right way that

succeeds in satisfying buyer needs.’ (Cannon 1992: p46)

Three key points to note:

(i) Not just comms; multifaceted effort

(ii) it is not a formula – the right mix will vary

(iii) defining ‘right’ needs consumer input

What is marketing?

What is marketing?

1. Needs and wants


3. Competition

4. Reputation

5. Advertising?

6. Ultimately it’s about understanding and

influencing behaviour : it’s about people


consumers

and stakeholders

Social marketing

works in exactly

the same way

15

This is all about strategy

Marketing Planning Process

• Vital: provides your road map

• Long term

• Continuous, circular activity

• Customers are central

• Research plays a fundamental role

16

Social Marketing Planning Process

Situation Analysis

Market Segmentation

and Targeting

Set Objectives

Formulation of Strategy

- Product (what)

- Price (how much)

- Place (where)

- Promotion (message)

M

A

R

K

E

T

/

C

O

N

S

U

M

E

R

R

E

S

E

A

R

C

H

mass media

advertising

cinema press

billboards

mass media

advertising

cinema press

billboards

other marketing

communications

point of

sale

packaging

internet

sponsor-

ship

product

placement

brand

stretching

free

samples

mass media

advertising

cinema press

billboards

other marketing

communications

point of

sale

packaging

internet

sponsor-

ship

product

placement

brand

stretching

free

samples

consumer

marketing

product

design

distribution

price

mass media

advertising

cinema press

billboards

other marketing

communications

point of

sale

packaging

internet

sponsor-

ship

product

placement

brand

stretching

free

samples

consumer

marketing

product

design

distribution

price

stakeholder

marketing

corporate

social

responsibility

youth

prev-

ention

media

know-

how

lobbying health

warnings

And it works….

‘What’s more, consumers have been conditioned to see these companies differently. Just as Richard

Branson’s long hair and goatee preserved Virgin’s image as the rebel upstart long after it had become a vast conglomerate, so a company such as Apple has been able to keep persuading people it’s too cool to

be a corporate monster that has now piled up $200bn in what the FT calls its “minimally taxed pot of

overseas cash”. Google, with its “Don’t be evil” motto, has fed a similar assumption.’

Jonathan Freedland,The Guardian, 30 Jan 2016

market is as old as human society: doing deals

you

mutually beneficial exchange

me

Final thought: this is about power

mutually beneficial exchange

me shop-

keeper



teen

(i) the problem is power

(ii) plus the fiduciary imperative



Social marketing is

essentially about

rebalancing this

power relationship

STRUCTURE

1. What is marketing:

– Basic principles

– Strategic planning

– Final thought: this is about power

2. A case study:

– Overview, evidence and policy options

3. Pushing back: social marketing

Marketing

Marketing is everything a company does to

achieve this vision by encouraging the

consumption of its products

Starts with a vision:

• what market are we in: tobacco, nicotine,

lifestyle …satisfying consumer moments

• Shareholder / investor returns

Marketing

Four core functions

• Recruit new users

• Get them to use more

• Keep them brand loyal

• Keep them using

Plus: leverage

stakeholders

Marketing is everything a company does

to encourage the consumption of its

products Four core tools

• Promotion

• Product

• Price

• Place

Customers and

stakeholders

structure

• Marketing in practice

• Why loopholes matter

• The need for a comprehensive

strategy

• The marketing of product:

– Study methodology

– The current position

• Your views

Case study: ‘Marketing’ the use of research

evidence in Maternity Care- Induction of labour

Allison Farnworth

NIHR Knowledge Mobilisation Fellow & Senior Research Midwife, Newcastle University

‘MARKETING’ THE USE OF RESEARCH

EVIDENCE IN MATERNITY CARE

Allison Farnworth

NIHR Knowledge Mobilisation Fellow

Research Midwife

Disclaimer

• Funding Acknowledgement:

This project was funded by the National Institute for

Health Research Knowledge Mobilisation Fellowship

programme (NIHR-KMF-2012-01-16)

• Department of Health Disclaimer:

The views and opinions expressed are those of the

authors and do not necessarily reflect those of the

Knowledge Mobilisation Fellowship programme, NIHR,

NHS or the Department of Health.

Knowledge Mobilisation

• “Never in human history have we hunted for so much data, information and knowledge. Never in human history have we gathered so much that is useful but not used” Institute for Knowledge Mobilization

• KM = putting knowledge to active service • “making what we know ready for

action to produce value”

Case Study: Induction of Labour

The Link Between Social Marketing and

Knowledge Mobilisation

The GRIP Project

• Getting

• Research

• Into

• Practice

The GRIP Project

• Stakeholder analysis then scoping

• Interviews semi structured

• Analysis structured by social marketing ‘P’s

Interviews with

• Recently pregnant women

• Midwives

• Obstetricians

• Managers

The Value of Research Evidence

Barrier and Facilitators • Accessibility of evidence base, knowledge of choices available about

induction Knowledge

• Ability to interpret /explain risk, ability to make informed decisions Skills

• Evidence based practice a professional expectation, individuals expected to make rational choices, protecting baby Social/professional role Identity

• Groups norms about pregnancy and risk, and about which knowledge is shared/used Social Influences

• Anticipating regret if providing evidence leads to choice with bad outcome Beliefs about Consequences

• Habit of presenting induction as routine, lack of reflection Behavioural regulation

• Ability to access, understand and use evidence base Beliefs about Capabilities

• Clinical protocols and guidelines replacing personal knowledge Memory, attention and decision

processes

• Organisational cultures, trust regarding use of evidence Environmental Context and

Resources

Theoretical Domains Framework. Cane J et al, 2012

Lesson 1: Trusted guidelines are main

vehicle for evidence use in practice

“I’ve got me NICE guidelines and I’m quite

happy with things as they are at the moment.

I think if I felt like I needed to <find more

information> I would” HCP 114

“you would always hope that whoever’s

developed the guideline has looked at the

most, you know, like you say, we‘re all

supposed to kind of practice evidence, you

know, evidence based research” HCP 118

Lesson 2: Knowledge beyond ‘guidelines’

often limited or constrained

“a lot of medicine is learnt in such an apprentice

type of way as opposed to people learning from

published information. So you do what the

consultants do, you tell patients what the

consultants say, and you may even go off and

read something different and write something

different in an exam, though in real life you tell

patients what the consultants say” HCP 088

“people accept it’s 42 weeks and you kind of

think, and this sounds terrible and don’t ever

identify me as saying this, erm, if people are, if

10 consultants that I work with say it’s safe, I

kind of think then it must be pretty safe” HCP119

Lesson 3: Knowledge transfer often stops

at the health care professionals

“I think a lot of women, they want the

information but they don’t want to go into

the ins and outs of it, about risks of

<caesarean> section” HCP 100

“in circumstances where induction is clearly

indicated … then there isn’t a lot of

discussion except to say ‘You are fully two

weeks you need to be induced’ and she

says ‘Yes’, ‘Off you go, off you go to get

induced’ so that’s a fair picture of the 30

second discussion.” HCP 088

“No-one explained anything about what would

happen if I went beyond 42 weeks, or if there was

a choice of going beyond, but I didn’t ask … it was

kind of a given that you would, I suppose. … but I

suppose for me it was more like well, I have to go

in because if I don’t then something bad will

happen to the baby” MSU115

“I think I felt quite comfortable to kind of trust, trust

in a way, not to question everything of them, so but

I guess in a way it would be good to <be given

information>, if, cos now if I’m thinking, did I sort of

know everything exactly? Erm, I’m not sure” MSU

094

Lesson 4: Women accept limited info and

accept rather than choose induction

Lesson 5: Discussion more likely to

happen when prompted by women

“I think actually the risk element of it isn’t communicated well … as a pregnant woman you make all sorts of decisions that may or not be risky, like whether or not you’re gonna have a glass of wine or eat some meat that isn’t fully cooked. So I think women … are very well capable of making choices based on risk but that isn’t, I think sometimes you’re fed a bit of, like, ‘you’re a dumb person so, it’s risky, don’t do it’” MSU 111

“I brought it up with the doctors, and then they asked why I was opting for a caesarean, and then we discussed the different options, that’s how it came up yeah” MSU 097

Compliance as Competition

Induction presented as routine, no

discussion of options

Woman assumes induction best or not worth arguing

about, accepts induction, few

questions

No questions, HCP assumes no questions means

no interest, further

information not required

Plan

Challenge to habitual practice

Professionalism and scrutiny

Evidence based knowledge + risk communication skills

Maintain trust & relationships

Uninformed compliance

Incorrect knowledge

Unhelpful social norms

Unchecked practice

Incre

ase

D

ecre

ase

Cycle Inhibiting Evidence Use

Induction presented as routine, no

discussion of options



questions




Cycle Promoting Evidence Use

Induction presented as a choice, discussion of

options



questions




What we Planned


options

Woman knows induction

optional, prompts information seeking–

evidence based information made

accessible

No questions, HCP assumes no questions

means no interest, further information not

required

What we Planned


options

Woman knows induction

optional, prompts information seeking–

evidence based information made

accessible

Questions! HCP motivated to have

information to be able to answer them

Development of Decision Support Leaflet

Service Users

Frontline Health Care Staff

Managers

Example of Leaflet

Preliminary Evaluation Results

• Preliminary results suggests use of leaflets is associated with: • Increased number of women reporting that they were

given a choice about induction and were aware of risks and benefits of induction and its alternative

• More accurate knowledge about evidence base re induction

Limitations of the marketing model

• Knowledge is a complicated!

• Harder to reach/ segmented audiences a challenge

• Reality of ‘free choice’

Strengths of the marketing model

• Clear model, not prescriptive

• Keeps focus on:

• Needs, motivations and experiences of stakeholders

• Competition, context of knowledge mobilisation

• Behaviour change based on theory

Summary

• Social marketing offers a different way of thinking about knowledge mobilisation, encourages creativity

• Easy to understand in practice

• Keeps focus on end user

• Theory informed

• Useful with caveats

Acknowledgements

• Project Participants

• Study team: Dr Ruth Graham, Dr Katie Haighton,

Professor Stephen Robson, Janine Rudin, Lauren

Kendall, Angela O’Brien, Professor Peter Baylis

• Newcastle University, the Newcastle upon Tyne Hospitals

NHS Foundation Trust

• Contact:

• Allison Farnworth, Senior Research Midwife

• Email: [email protected]

• Tel: 0191 208 8239

• Twitter: @a_farnworth

mailto:[email protected]

Case Study: ‘Social Marketing: insight

into action- ‘Sugar Smart’

Claire Troughton

Social Marketing Manager (North)

Public Health England

Public Health England

Social Marketing: insight into action

Claire Troughton

Saving lives and improving health outcomes

Today’s session

• Introduction to the change 4 life

programme and brand

• Latest customer insights

• Turning insight into action

• Overview of current activity and

resources

…

•

•

•

•

.

Alert

Change knowledge

C

h

a

n

g

e

Motivate

Change attitudes

Enable

Change behaviour

.

http://www.nhs.uk/c4lschools

http://eepurl.com/bp9CEP

https://campaignresources.phe.gov.uk/resources

Workshop session

79

This is all about strategy

Marketing Planning Process

• Vital: provides your road map

• Long term

• Continuous, circular activity

• Customers are central

• Research plays a fundamental role

80

Social Marketing Planning Process

Situation Analysis

Market Segmentation

and Targeting

Set Objectives

Formulation of Strategy

- Product (what)

- Price (how much)

- Place (where)

- Promotion (message)

M

A

R

K

E

T

/

C

O

N

S

U

M

E

R

R

E

S

E

A

R

C

H

• From the case studies:

• What are the key challenges to creating a social marketing campaign?

• Areas to consider: – evidence

– identifying the behaviours you want to change?

– engaging stakeholders

– segmentation (who are customers?)

– Identifying outcomes/ measuring them (impact)

master class: ‘achieving positive€¦ · master class: ‘achieving positive ... • final...

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