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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