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Sustainable food for the future;
Social marketing – an essential tool for EHPs
Jenny Morris, Principal Policy Officer, CIEH
Key trends, drivers and issues
Food: an analysis of the issues. Cabinet Office. January 2008
A 21st century food strategy
•
Continuous improvement in food safety
•
Healthier diets
•
A more environmentally sustainable food
chain
•
Fair prices, choice, access to food and
food security through the promotion of
open, competitive markets
Food Matters. Towards a Strategy for the 21st century. Cabinet Office 2008
Food security
Food: an analysis of the issues. Cabinet Office. January 2008
Food choice – positive and
negative outcomes
Food: an analysis of the issues. Cabinet Office. January 2008
The sustainability context
An environmentally sustainable
food chain
Environmental impacts
• Food production
Greatest impact from growth and production e.g.
livestock –water pollution, greenhouse gases etc
• Retail
Store size, construction and location; transport; influence
on consumer choice e.g. imported foods; supplier
standards - environmental and packaging
• Consumers
Use of transport, storage and preparation; waste; choice
e.g. seasonality; eating out
Food chain contribution
to GHG emissions
Transport emissions from
food chain
Sustainability components?
• Business partnerships e.g. promoting
corporate social responsibility
• Encouraging local sourcing, shortened
food supply chains i.e. “food miles”
• Promoting waste reduction i.e. food and
packaging
• Promoting recycling
Sharing good practice
www.foodvision.gov.uk
Food Vision case studies
Lancashire County and District Councils
6 Councils in Cornwall
Barriers to change
Some issues:
• Focus on EH as “regulators”
• Poor recognition of wider EH role/competence
• Need to showcase EH “success”
• Resource constraints – need to balance food
safety activities with those for diet and health;
food security and sustainability
A place for environmental health?
•
Contribution to climate change agenda
•
Health effects created
•
Public and private sector partnerships
required e.g. Regional Directors of
Public Health initiatives
•
CIEH support materials
Local Area Agreements
Sustainable Food in LAAs
Outcomes
Environmental sustainability
National
Indicators
NI 185. CO2 reduction from LA operations
NI 190. Achievement in meeting standards for the control
system for animal health
NI 197. Improved local biodiversity – active management
of local sites
Examples of
interventions
and activities
Delivery of Strategy for Sustainable Farming and Food
Encourage sustainable farming practices which improve
biodiversity of natural environment
Support Public Sector Food Procurement Initiative (PSFPI)
Awareness campaigns to promote local and seasonal food
Effective communication
Food Matters (2008)
And now - social marketing
What is social marketing?
“ Social
marketing application
is the systematic
application and
of
“the
systematic
of marketing
marketing
and other
and techniques,
to
other
concepts
andconcepts
techniques,
to achieve
achieve specific behavioural goals, for a social or public
specific
behavioural goals, for a social or
good”
public good”
French, Blair-Stevens 2006
marketing
and other
concepts and
techniques
systematic
application
for
‘social good’
behavioural goals
What is social marketing?
“Social marketing is not about smarter
campaigns or a new function for government
departments – it is about a long term cultural
change agenda built on deep “user” insight
that will deliver significant benefits to society
and the efficient management of public
services”
Ed Mayo, National Consumer Council
Do we need social marketing?
“It would be easy to just give the public (or business) information
and hope they change behaviour but we know that doesn’t work
very well.
Otherwise none of us would be obese, smoke or break the law”
What is the relevance for
environmental health?
• EH works to improve standards
• Regulation is a limited tool
• Promotion of change is the goal
• Focus on being effective
• Social marketing is on the agenda
Making the distinction between:
Where can social marketing apply?
strategic & operational social marketing
POLICY
POLICY
strategic
Strategic
social
social
marketing
marketing
STRATEGY
IMPLEMENTATION
operational
Operational
social
marketing
social
marketing
To recap social marketing is not:
• Just social communication re-badged
• About telling people what to do
• A panacea or magic bullet
• Evil – it’s ‘marketing’
How to think about social
marketing
As ‘a mind set’
As a mind set
- concepts and principles
‘customer triangle’
As a process and set of
techniques
‘total process planning model’
8 Benchmark criteria
•
•
•
•
•
•
•
•
Customer orientation
Behaviour
Theory
Insight
Exchange
Competition
Segmentation
Methods mix
Social marketing customer triangle
3 core concepts
• Insight
• Exchange
• Competition
Gaining insight
Knowledge
understanding
Beliefs
Attitudes
Social norms
Cultural norms
Benefits
Barriers
Motivators
Aspirations
Values
Fears
Feelings
Influences
e.g. peers,
family, role
models
Developing actionable insights
Exchange
The most important single central fact about a free market is that no
exchange takes place unless both parties benefit
Milton Friedman
COSTS
BENEFITS
This means .....
• Using research to pinpoint the problem,
understand why people do what they do
and what might help them to change their
behaviour
• Identifying “incentives” to sustain change
• Identifying and eliminating barriers to
change
• “Outsmarting”
the “competition”
Both areas contribute
valuable expertise,
skills, techniques and theory
Gaining insight- a short exercise
Chinese Takeaway
Behavioural Challenge
Stores cooked food out of
temperature control for long
periods of time e.g. rice
Small independent retailer
Behavioural challenge
Fails to remove all products
before expiry of Use By date
Tasks - Draw up a “pen portrait” based on the following questions:
What are the beliefs, values, cultural norms?
Who and what are the key influencers?
What benefits are valued?
What are the motivations ?
What are the fears and concerns?
What/who are the competition and how can they be overcome?
Social marketing customer triangle
3 core principles
• Behavioural goals
• Segmentation
• Intervention and
marketing mix
A segmentation approach uses
• More than just demographics e.g.
Geography; Socio-demographics; Psychographics (behaviours/attitudes)
• A focus on target audience motivation
• Interventions tailored to specific segments
Segmentation “groups”
YUPPIES Young Upwardly Mobile Professional People
DINKE
Double Income No Kids
DUMP
Destitute Unemployed Mature Professional
PIPPIE
Person Inheriting Parents Property
SCUM
Self Centred Urban Male
SILKY
Single Income Loads of Kids
SINBAD Single Income No Boyfriend Absolutely Desperate
SITCOM Single Income Two Children Outrageous Mortgage
WOOPIE Well-Off Older Person
LOMBARD Loads Of Money But A Right Dickhead
The importance of segmentation
MESSAGE
Remove out of date
foods – they could
harm people
Oh no –
how am I
going to do
that
everyday
So
what?
But it’s really
unlikely and
they might not
... And I’ve got
to make a profit
Hmm, they didn’t say
anything about
drinks though so
that’s ok
The UK “Eating out” market 2005
Food: an analysis of the issues. Cabinet Office. January 2008
Social marketing
– “a paradigm shift”
Professional ‘direction’
Customer led
Selling/telling
Marketing/exchange
Awareness raising
Behavioural change
Adult – Child
Sustained
One off
Opportunity
Problem
Segmented audience
General audience
Networks
Central command
Difference in approach
Communications & message based approach
Crafting
‘our messages’
accurate / relevant / clear
communicating
the messages
creative / clever / funny / impactful /
interesting / attention grabbing / etc
Customer based social marketing approach
understanding
the customer
generating
‘insight’
what ‘moves & motivates’
directly informing intervention options
(intervention mix & marketing mix)
Starts with the customer and what’s important to them
Example: Young people & smoking:
‘Customer based’ social marketing approach
understanding
the customer
generating
‘insight’
what ‘moves & motivates’
directly informing intervention options
(intervention mix & marketing mix)
What’s going on? ‘what moves & motivates’:
Basic insights:
- Own views not those received from ‘authority’
- Self-perception of maturity: ‘an adult’ not ‘a child’ Move away from parents influence and teachers Importance of peer views & approval
Fun, social benefits, enjoying attention & ‘causes’ Questioning, challenging, rebellion, streetwise
Living in ‘the now’ less concern for distant future
Selling of ‘health’ and longer
term benefits, or ‘being good’
very unmotivating – avoid
(can be counter motivating)
Connect to ‘own views’, not
being conned, link to a cause &
rebellion, ensure social & fun
benefits are strong
eg: ‘Truth’ campaign approach www.wholetruth.com
Identifying the intervention mix
Formative research
• What is the problem?
• What is the context?
• Who will be the target audience?
• How do they think and behave about the problem?
• What ‘product’ will appeal?
• How can you best reach the audience?
• What messages and materials would work best?
• What is the best intervention mix?
Influencing behaviour –
four key elements
Education
Design
• Inform and advise
• Build awareness
• Persuade and inspire
• Environmental and physical
context
• Design and engineer
“bespoke” systems
• Increase availability
• Improve distribution
Control
Support
• Legislate, regulate
• Enforce
• Set standards
• Toolkits
• Business support
• Recognise success eg
Awards
Starting from “where the
customer is at”
unaware or
not considering
attempting but
not succeeding
contemplating but
not yet acting
SOCIAL MARKETING
Tailoring interventions to take
full account of where the
customer is starting from
SUPPORT
DESIGN
actively resisting
or entrenched
A social marketing intervention mix
INFORM
CONTROL
DESIGN
Social marketing
considers how to
utilise each area &
get an appropriate
balance
or ‘mix’ between
different ways to
influence
behaviour, based on
different needs and
wants of different
consumers, driven by
consumer insight
SUPPORT
This means ...
• Being clear about the change sought and
how it will be measured
• Identifying specific groups with common
behaviours, culture, knowledge, norms etc
(segmentation) in order to create targeted
solutions
• Creating an “offer you can’t refuse”
• Doing more than communication and
Both areas contribute valuable expertise,
awareness
raising
skills, techniques and theory
“The Chitterlings story”
The problem
• Traditional seasonal product (Nov/Dec)
• Home prepared by African American
community (US)
• Severe diarrhoea outbreaks (infants
predominantly)
“The Chitterlings story” (2)
• The solution
- Pre-boil for 5 minutes
• “The old approach”
- Leaflets, campaigns, posters
• The outcome
- No change
The social marketing approach
• Understand the barriers
- Not the way we do it traditionally
- Might not taste so good
• Overcome the barriers
-
Find the community “power” i.e. the matriarchs
Use community channels to pass the message
Show it still tastes good
Promote the message widely
• New outcome
- Year on year reduction in cases
Superficial adoption won’t deliver
Three traps we need to avoid
• Using the language of social
marketing without applying
its disciplines
• Only applying social marketing
principles to operational issues
• Getting a few practitioners
to take up social marketing
Future action
• Provision of centralised resources eg
links to research information
• Case studies of effective practice
• Planning tools
• Practitioner training
• Evaluation tools
Ongoing developments
National Social Marketing Centre
•
•
•
•
Planning tools
Evaluation tools
Case studies of effective practice
One stop shop for research
FSA/NSMC/CIEH partnership
• Development of training course
CIEH
• Wider training needs review
Support available from NSMC
• Resources and presentations
• Links to other social marketing projects – evidence
and best practice via case study database
• Training and workshops
• Project management and advice
• Research and evaluation – ‘one stop shop’
• Commissioning support and resources
• Regional Development and Support Managers
www.nsmcentre.org.uk
www.brilliantfutures.org
Social marketing support
National Social Marketing Centre
http://www.nsms.org.uk
Conclusions
“If we continue to do what we’ve always
done, we will only get what we’ve always
got.”
“Currently we are missing a trick by
failing to fully realise the potential of
social marketing.”
(NSMC 2005)
Thankyou