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Social Marketing as a tool in effecting change :

Social Marketing as a tool in effecting change : The National Social Marketing Centre perspective. Nicola O’Reilly, The NSMC Thursday 28 October 2010. Why are we here?. HCC a new CVO network with building influence regionally in the area of NCDs and healthy living

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Social Marketing as a tool in effecting change :

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  1. Social Marketing as a tool in effecting change: The National Social Marketing Centre perspective Nicola O’Reilly, The NSMC Thursday 28 October 2010

  2. 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

  3. NSMC: Focusing on behaviour change • Centre of Excellence • Strategic advice • Capacity building • Planning Guide • Professional Standards

  4. Five key things about social marketing Social marketing can help design better policy Focused on behaviour Start with audiences first Cost-effective approach Greater collaboration with stakeholders

  5. 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

  6. The ‘expert knows best’ model

  7. The ‘public-driven’ model

  8. Expert Target “Eat 5 Fruit and Veg Each Day” “I’ve never eaten broccolli - ever”

  9. Design Marketing Mix Research Product Price Promotion Place Support me to get an HIV test

  10. 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

  11. 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

  12. Everyday life is not about disease LIMING LEARNING EARNING SPENDING /SAVING TRAVELING CARING EATING

  13. Basic principles Put yourself in the shoes of the target group Action is what counts (not beliefs or knowledge) People take action when it benefits them - barriers keep people from acting Professional’s activities should maximise these benefits and minimise the barriers

  14. It’s more than communications!

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

  16. 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

  17. “So what?…” Data Understanding WHAT? Insight SO WHAT? WHY? The deep truth that strikes a chord with people Explaining what’s going on Facts & observations related to our insight task Source: Government Communications Network

  18. Rear seat belts Key Data & Information Understanding Insight Source: Government Communications Network

  19. When we forget marketing We create messages to EDUCATE people about risks, benefits, laws.

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

  21. BENEFITS Exchange: What can you offer me that is better than what I’m currently doing? BEHAVIOUR CHANGE BARRIERS

  22. Benefits Barriers • 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

  23. Getting a breast exam • Fear of finding cancer • Getting to the hospital • Waiting for the results • Offer counselling • Mobile surgeries • Reduce wait time barriers benefits

  24. Key elements of marketing PRODUCT What we are offering to help the audience adopt the new behaviour The costs/barriers to engaging in the new behaviour PRICE Where you offer your Product - distribution, sales, support PLACE PROMOTION How we persuade the audience to use the product

  25. Traditional ‘spray and pray’ MESSAGE Don’t sniff glue or aerosols, they can kill you How terrifying, I won’t be doing that! Hmm, I didn’t know you could sniff glue – I’ll give that a try! It’s a kids drug, I wouldn’t be seen dead doing that. So what?

  26. A segmented approach Break down the audience into clusters with targeted interventions for each group

  27. Common variables Demographic Geographic World, region or countryCountry regionPostcodeCity / inhabitants sizeDensity – urban / ruralClimate AgeGenderFamily SizeIncomeOccupation Education Religion RaceGeneration Nationality Behavioural Psychographic 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)

  28. 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

  29. 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?

  30. ‘Competition’

  31. Understanding social marketing “We don’t see things as they are; we see them as we are” Anais Nin

  32. Five key things Social marketing can help design better policy Focused on behaviour Start with audiences first Cost-effective approach Greater collaborationwith stakeholders

  33. 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

  34. Contact Nicola O’Reilly n.oreilly@thensmc.com The NSMC 4th Floor, Artillery House Artillery Row London SW1P 1RT +4420 7799 7900 www.thensmc.com info@thensmc.com

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