Transcript Slide 1

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
www.carpha.org
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.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
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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
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The ‘expert knows best’ model
Expert-defined objectives
and targets
Strategies: programmes
and plans
Implementation: adapt to
consumer wants and needs
Evaluate programme and
plans
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The ‘public-driven’ model
Consumer wants and needs
Policy objectives and targets
Marketing strategy
Evaluation
Learning and refinement
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Expert
Target
Message
“Eat 5 Fruit and
Veg Each Day”
“I’ve never eaten
broccolli - ever”
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Research
Design
Marketing Mix
Product
Promotion
Price
Place
Support me to get
an HIV test
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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
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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
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Everyday life is not about disease
EARNING
CARING
SPENDING
/SAVING
LIMING
EATING
LEARNING
TRAVELING
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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
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It’s more than communications!
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“Customer intelligence is now a key factor in
differentiating winners from the losers.”
Business Week Best Performers 2007
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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
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“So what?…”
Data
Understanding
Insight
WHAT?
Facts & observations
related to our insight
task
WHY?
SO WHAT?
The deep truth that
strikes a chord with
people
Explaining what’s
going on
Source: Government Communications Network
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Rear seat belts
Key Data & Information
86% believe they won’t have an
accident on short journey/ locally
People believe they can control their
movements in the back seats
86% believe they are not at risk on short
journeys
People believe they are in control in the
back but they can’t in reality
Most fatalities are not to unbelted back
seat passenger
Only 6% of fatalities are on long
journeys or motorway- most day to day
Youths feel safe in the back
Youths shocked when confronted by
statistics
Understanding
Insight
• Won’t happen to me - I’m in
control
• Biggest risk is to front seat
passengers on short local
drives
‘I don’t want to
live with the
guilt of killing
someone else’
• Risk to self not importantrisk to others shocking
Source: Government Communications Network
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When we forget marketing
We create
messages to
EDUCATE
people about
risks, benefits,
laws.
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When we add marketing
We create programmes,
services and products
which help people
overcome barriers and
add benefits they care
about.
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Exchange: What can you offer me that is
better than what I’m currently doing?
BENEFITS
BEHAVIOUR CHANGE
BARRIERS
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Benefits
Barriers
• Improved self-image
• Monetary costs
• Good health
• Inconvenient hours
• Peace of mind
• Social stigma
• Convenience
• Ignorance about how to act
• Approval of people who matter
• Lack of belief in ability to act
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Getting a breast exam
• Fear of finding cancer
• Offer counselling
• Getting to the hospital
• Mobile surgeries
• Waiting for the results
• Reduce wait time
barriers
benefits
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Key elements of marketing
PRODUCT
PRICE
What we are offering to help
the audience adopt the new behaviour
The costs/barriers to engaging
in the new behaviour
PLACE
Where you offer your
Product - distribution, sales, support
PROMOTION
How we persuade the
audience to use the product
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Traditional ‘spray and pray’
MESSAGE
Don’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!
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A segmented approach
Break down the audience into clusters with
targeted interventions for each group
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Common variables
Demographic
Age
Gender
Family Size
Income
Occupation
Education
Religion
Race
Generation
Nationality
Behavioural
Occasions – regular, social
Benefits – quality, service, convenience
User status – non-user, ex-user, potential
Usage rate
Loyalty status
Readiness stage
Attitude towards product
Geographic
World, region or country
Country region
Postcode
City / inhabitants size
Density – urban / rural
Climate
Psychographic
Attitudes
Motivations
Personality
Values
Beliefs
Social Class
Lifestyle
Adapted from Kotler, Roberto, Lee (2002)
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
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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?
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adulthood /
maturity
internet
‘Competition’
music
peer approval
exercise /
physical
activity
exercise /
physical
activity
report
domestic
violence
avoid drugs
& limit
alcohol
computer
games
friends / social
life
safer sex
HIV/Aids
report
crime
claim
benefits
convenience
don’t
smoke
eat crisps,
burgers,
convenience
food
report
domestic
violence
Attention
excitement
available time
/boredom
vote
take drugs for
fun / drink &
get plastered
safer sex
HIV/Aids
claim
benefits
save water
conserve
energy
reduce salt
hair, nails,
complexion
speed /
exhilaration
youth club
‘5-a-day’
eat fresh
fruit & veg
street cred /
streetwise /
sussed
something for
nothing
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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
www.thensmc.com
Contact
Nicola O’Reilly
[email protected]
The NSMC
4th Floor, Artillery House
Artillery Row
London SW1P 1RT
+4420 7799 7900
www.thensmc.com
[email protected]