Transcript Social Marketing as a Model for Interventions that Facilitate Change

Social Marketing Defined
• “…A process for influencing human behavior on a
large scale, using marketing principles for the
purpose of societal benefit rather than commercial
profit.” (W. Smith, Academy for Educational Development)
Framework
• Program planning, multidisciplinary, and
comprehensive programs to change
behaviors
• Based on research to understand point of
view of the target audience
• Developing interventions that integrate
audience needs with needs of sponsors exchange
Framework
• Considers competition
• Ongoing monitoring and evaluation
Key Concept - Exchange
• Increase or highlight the benefits
• Decrease or de-emphasize the barriers
• Change the product, price, place or
promotion to meet the exchange, if
necessary
Exchange
You Give Me
$1.00
You Get
A Pepsi
• a thirst quencher
• good taste
• fun
• youthful feeling
• girl/boyfriend
Exchange
You Give Me
Money
Time
Momentary discomfort
You Get
An immunization
• better health
• avoidance of greater
discomfort
(sickness)
• ability to go to
school, work, travel
Key Concept- Competition
• Target audience can go somewhere
else or do something else or maintain
current behavior
• Modify program, delivery, service
provider or the product to make the
competing behavior less attractive, less
available, or more costly
Social Marketing:
A Model for Interventions that Facilitate Change
WHY THEY WANT
TO DO IT
Pricing
Increasing knowledge
Increasing benefits
Decreasing barriers
Improving self-efficacy
Increasing social pressure
or norms
What is the problem?
What actions could
reduce the problem?
WHO MUST ACT TO
RESOLVE PROBLEM
Target audience
Stakeholder,group,or
individual market
research
WHERE (HOW) THEY CAN
DO BEHAVIOR
Place
HOW YOU TELL THEM ABOUT
THE WHAT, WHY, WHERE,
AND HOW
Promotion or Communication
classroom teaching
mass media messages
media advocacy
small group discussion
patient/doctor interaction
point of purchase displays
community meetings
worksite education
ETC, ETC
community resources
partnerships
specific clinics
product offering sites
**may be where they learn how
to do behavior (training)
WHAT ACTION MUST BE TAKEN
Product or Behavior
describing the action in a way
that is relevant to the target
audience and helps fulfill some
unmet need, but not contrary
to science
Social Marketing as a Model for Interventions that Facilitate Change
Susan D. Kirby, 1995
POLICY/RULES THAT
INFLUENCE THE ACTION
Policy, rules, legislation
Methods we can use to increase
social pressure, provide
protection for public,
create action by third parties, and
create incentives for health
enhancing policies
Define the Problem
• Set goals and objectives
• Review data sources/literature
• Identify what actions/behavior change
could reduce the problem
• Identify preliminary target audience and
target behavior.
Identify Who Must Act
to Solve Problem
• Collect and analyze demographic, socioeconomic,
cultural and other data on target audience
• Segment them into smaller, more homogeneous
groups for which uniquely appropriate programs and
interventions can be designed
Identify Who Must Act
to Solve Problem
• Select target segments (audience
segmentation) for your program and plan
research
Conduct Formative
Research
• Understand selected target segment: needs,
wants, hopes, fears, knowledge, attitude,
behavior, perceived risk
• Research behavioral determinants of desired
behavior for selected target segment
• Plan initial concepts and program elements
Develop Project &
Interventions
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Set behavioral objectives for selected segment
Design intervention for selected segment
Apply marketing principles (the “marketing mix”)
Pre-test all products, services and messages
including intervention
Apply Marketing Principles
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Product
Price
Place
Promotion
Politics
Product
• Behavior, service, product being
exchanged with the target audience for
a price and benefit
• Behavior, service, product must
compete successfully against the
benefit of the current behavior
Price
• Cost to the target audience of changing
behavior
• Can be financial, or more often related to
other “costs”
– time
– effort
– lifestyle
– psychological cost
Place
• Channels through which products or
programs are available (access)
• Move programs or products to places
that the audience frequents, in order to
ease access
Promotion
• Communicating to the audience about
product/program, price, and place variables
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advertising
media relations
events
personal selling
entertainment
direct mail
Politics
• Stimulate policy/rules that influence
voluntary behavior change
– systems and environmental change factors
• Not policies that punish “bad” behaviors
Deliver and Monitor
Program
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Train and motivate front line staff
Build products and programs and execute
Distribute materials
Refine product/program and materials as
mid-course monitoring data suggests
Conduct Evaluation
• Conduct process and outcome evaluation
– linked to behavior objectives
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Did you reach target audience
Did program have an impact
Did desired outcome occur, why/why not
Revise evaluation plans and models in
accordance with program changes
Think Like a Marketer
• Think Behavior Change
• Know your Audience
• Think Benefits and Costs and Exchange
• When/Where in Right Frame of Mind?
• When/Where is Right Place & Time?
1.
Know the Market
Effective social marketing begins with identifying and
specifying the target market and their needs as precisely
as possible.
Whose behavior is to be influenced?
What social change should occur?
Research the audience's needs and the best
methods to meet those identified needs. Tailor the
program delivery approach to meet their needs.
2.
Identify the WIIFM
Answer "What's in it for me" for the target audience.
Social marketing builds consumer-centered programs
(Weinrich, 1999).
This goes beyond promoting the benefits of a program.
There may be risks, and a potential client may have good
reasons not to change.
Identify why adopting the desired behavior is more
valuable than maintaining an undesired behavior.
3.
Ask, Ask, Ask, and Then Listen
Begin with a behavioral objective in mind.
Find out why the audience is doing what they are doing.
What is their current knowledge level?
What are the audience's beliefs and attitudes related to
the advocated behavior change?
Ask the audience what they want, and listen to determine
relevant needs (Brinckerhoff, 2003).
Target the needs specifically.
4.
Consider the Five P's
Product--What kind of product must be
offered to make the behavioral change
attractive to the consumer/target market
(Andreasen, 1995)?
To succeed in social marketing, either
develop a new product, or improve an
existing product (Kotler & Roberto, 1989).
4.
Price-What is the price in time, energy, and money for the
participants? What do they have to give up to adopt the new
behavior? What do they see as the costs for their behavioral
change, and is it worth it to them?
Minimize the perceived costs, and reduce the barriers to
changing. Maximize the potential benefits.
From the program delivery perspective, where will the funding
come from to research what behavior change is necessary
and to implement and evaluate the program?
4.
Place-Is there a new place to deliver the marketing message? Can a new location
generate more enthusiasm in or be more accessible to audiences?
Make products and services readily available to the target audience to
effectively accomplish behavioral change.
Reach them where they are.
4.
Promotion-What is the best technique to get the message out to the targeted
audience?
Promotional tools include advertising, public relations, media
advocacy, personal selling, special events, and rewards for
achieving the desired change.
Find out the most effective way to reach the consumer.
For example, Hispanic-American television households watch
more television on average each week than total U.S. television
households (Nielsen, 2004). Television promotion could be a good
promotional tool for this market.
4.
People/Partnerships--How can you increase motivation
and enthusiasm in internal audiences: staff, volunteers, the
organization, and the community?
How can you increase motivation and enthusiasm in
external audiences: policy makers, media, partners, or
donors?
Politics - how does relevant public policy affect goals?
5.
Cross the Line
Be creative. Think outside the box, and be imaginative in marketing efforts.
Be relative and meaningful to the audience.
Be original, and state the message in a new way (Weinrich, 1999).
For example, if a county government wants to change the watering
practices of its resident to conserve water, it might work with wholesale
nurseries to give away native drought-tolerant plants at water-efficient
landscape workshops. This encourages participation at the workshops.
Then, each participant could receive further plants when they have
implemented the recommended water-conservation practices.
6.
Create a "Bump in the Envelope"
An envelope that arrives in the mail with a "bump" in it, grabs the
attention of the receiver.
In social marketing, getting the target market's attention may be more
than just a give-away. It can be memorable slogan, a catchy
advertisement, or billboard.
A successful slogan for a sheep-grazing fuels management project in
Nevada was "Only Ewes Can Prevent Wildfire."
Audience Segmentation
in Social Marketing
A central tenet of social marketing is
Audience Segmentation.
Segmentation is based on the
recognition that not all consumers –
those affected by the problem – are
alike.
Grouping the audience into meaningful
segments will allow you to design
efficient and effective strategies for
reaching them.
Efficiency requires that scarce
resources be applied where they yield
the greatest impact on the problem.
Some audience segments will have
higher incidence, greater risk, larger
numbers, or will be more likely to
respond to your efforts. Marketing
efficiency suggests you focus on
reaching and influencing those
audience segments first.
Identify potential audiences your program may target.
Using the information you gather in this phase, factor into your selection:
incidence or severity of the problem
prevalence of risk factors
size of the group affected
relative defenselessness (if applicable)
In social marketing, audience segments are described by a wide variety of variables
such as:
risk for the problem
attitudes
perceptions
demographics
preferred information channels
DIABETES
Diabetes continues to increase in magnitude
throughout the United States and abroad. It is
expected to increase by 165% from 2000 to
2050.
Diabetes poses a particular burden to those in
ethnic minority populations. African
Americans, Hispanics, and American Indians
are more likely to be affected by diabetes, to
be less active in health-promoting behavior,
and to have fewer resources to address
related complications compared with whites.
Because diabetes disproportionately affects
ethnic minorities in the United States, it is
imperative that interventions be tailored to
these audiences.
To develop effective interventions, program
developers must identify an audiencecentered planning process that provides a
foundation for culturally innovative
interventions.
Social marketing is sometimes viewed as
manipulative and often perceived as a
contradiction in terms because marketing itself
is often interpreted as the business of selling
goods and services.
In contrast, the primary intent of social
marketing is to identify and understand
consumer preferences and barriers related
to an intended service or program before
its development and implementation.
Phase 1: Preliminary Planning
Although social marketing is
audience-based, program
developers (including community
partners) most often identify a
preliminary problem of interest
and related goals to provide initial
but broad direction.
Preliminary planning includes
identifying a problem of interest,
developing general program
goals, outlining evaluation plans,
and projecting program costs.
In diabetes planning, ensuring that the problem
and related goals are culturally relevant among
racial and ethnic minority groups may establish a
direction that is not considered a high priority
among majority or mainstream populations.
For example, among whites with diabetes,
data may indicate that self-monitoring is the
most effective method to control blood
glucose levels.
However, among Hispanics, data may
suggest that family support in general is
more important. In this case, program
developers might establish a preliminary goal
to increase familial support among Hispanics
with diabetes.
Phases 2–4: Formative Research
Formative research is defined as the process of identifying the
wants and needs of the target audience as well as factors that
influence its behavior, including benefits, barriers, and readiness
to change.
With formative research data, the practitioner’s goal is to describe
the target audience: who they are, what is important to them, what
influences their behavior, and what would enable them to engage
in the desired behavior.
This description then guides the development of a program
intervention strategy designed to make it easier for individuals in
the target audience to engage in the desired behavior.
Reducing or eliminating identified barriers and communicating
through preferred mediums accomplishes this.
Audience analysis. The aim of audience analysis is to
identify the target audience’s needs and the costs and
benefits of addressing those needs.
It includes understanding the consumer’s point of
view, desires, and values.
It provides for knowing the consumer’s perspective
before starting the strategy design.
The topics assessed during audience analysis for a
diabetes program could include ethnicity,
acculturation, religion, patterns of decision making,
reason for seeking care, beliefs about the problem,
current diet, food preparation practices, the meaning
of food in patients’ lives, perception of diabetes,
attitudes, readiness to change, empowerment,
personal interests, values, and goals.
Researchers held focus groups among
urban African Americans with diabetes to
identify salient psychosocial topics.
Results indicated that the major
psychosocial issue was the importance of
food and eating in African-American
culture.
Formative research for a diabetes
prevention program in the Republic of the
Marshall Islands used in-depth interviews,
semi-structured interviews, and direct
observation to obtain data regarding
cultural views on obesity, healthy body
size, knowledge, attitudes and beliefs
about food, perceptions of diabetes, and
child-feeding practices.
Another study used a survey and in-depth
interviews to assess beliefs about health,
food, the body, and disease as they
related to diabetes management among
people living in the Caribbean.
Channel analysis.
Channel analysis is the process of
discovering the best way to reach the
target audience and identifying their
preferred sources of information.
It includes determining what communication
channels audience members come into
contact with on a regular basis and which of
those are most influential and important.
Culturally innovative assessment for
channels would include determining
preferences for newspapers, radio stations,
and television stations and community
events that the target audience regularly
attends.
A study of preferences for diet and
nutrition information found that, in the
United States, people preferred videos,
whereas individuals in European
countries favored leaflets and books.
Participatory action research among
Aboriginal and Torres Strait Islander
peoples in Australia regarding diabetic
foot care found that, rather than usual
text-oriented approaches, the preferred
communication medium was a visual
education package that included
posters and flip charts.
In developing communication for a diabetes program
in the western United States, focus groups among
Hispanic and Polynesian communities provided
guidance for preferred channels.
The focus groups with Hispanics revealed that favored
delivery channels were Spanish television and radio
stations and newspapers, billboards in Hispanic
neighborhoods, and large gatherings such as Cinco de
Mayo celebrations.
Similarly, focus groups in the Polynesian community
indicated that large gatherings at churches were a
preference. In contrast, Polynesian participants
recommended newspapers, print material in
Polynesian and English languages, and personal
contacts
Market analysis.
The purpose of market analysis is twofold.
First, the data collected encompass identification
of partners or allies and competitors at the
individual and institutional levels.
Allies or partners are those people, organizations,
or behaviors that can help achieve the program
goals. Competitors are those agencies that may
be providing similar services or other activities
that are vying for individual audience members’
time and attention.
For diabetes programs focused on self-management education, partners could include
companies that can make available diabetes care supplies at a reduced cost or organizations
that could provide a meeting place.
Competitors can be anything that keeps individuals from attending a self-management class
or performing self-management behaviors.
A belief that daily blood glucose monitoring is not necessary or that appropriate diabetes care
may conflict with one’s ability to engage in social events or the inconveniences of selfadministering insulin before meals are examples of competition for self-management
programs.
In culturally innovative diabetes
programs, a female participant’s
contribution to the exchange could be
the idea or belief that, traditionally, a
woman’s perceived obligation to
provide for her family’s food
preferences is of great importance and
takes precedence over her own health.
What the woman receives in return
must be of equal or greater value, or
the exchange will not take place. In this
example, what is received is peace of
mind that she is taking care of herself
so that she will be around to care for
and enjoy her family for many years to
come.
In sum, formative research consists of audience, channel, and market analysis.
This formative research provides the basis for the remainder of social marketing–
based program development.
Without adequately completing these steps, it is unlikely that strategies and messages
will be developed that meet the needs and wants of the target audience.
Phase 5: Development
During the fifth phase, materials and interventions are developed
in response to the formative research.
Before full production of messages and materials and full-scale
program implementation, key elements including methods,
communications, and strategies are presented to members of
the target audience to solicit feedback.
Modifications are then made based on that feedback. Pretesting
verifies that program developers have created strategies that are
reflective of, and in response to, audience needs, wants, and
expectations.
Typical methods for pretesting include focus groups, intercept
interviews, and surveys.
Phases 6 and 7: Implementation and Evaluation
The final two phases of social marketing are implementation
and evaluation.
Implementation is the activation of all strategies, tactics, and
methods that were developed to achieve the designated goals
and objectives.
In diabetes programs, this could include activities such as the
initiation of a mass-media awareness campaign, offering of
small-group self-management classes, or creation of a
community coalition to improve walking paths in a
neighborhood.
Evaluation is crucial to determining program success. A
process evaluation can assess the quality of the program by
documenting the extent to which it was implemented as
designed, whether it is serving the target population, whether it
is operating as expected, and whether there are areas in need
of improvement.
The purposes and functions of social marketing and the movement
to create culturally innovative interventions are consistent.
For example, social marketing is intended to identify and respond
to cultural mores, norms, and social intricacies within a target
audience.
The movement toward cultural competency is centered in the same
principles (i.e., to create interventions that are consistent with
shared language, beliefs, value systems, and lifestyles of a target
audience while eliminating biases, prejudices, and discriminatory
practices).
Social marketing may be viewed most appropriately as the foundation on which culturally innovative
interventions are developed.
Used correctly, social marketing (including engaging the community and honoring community
knowledge) is a systematic approach and invaluable resource to help better understand unique
characteristics of a culture and respond in ways that are sensible, sensitive, and successful!
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