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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 • • • • 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 • • • • • 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 – – – – – – 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 • • • • 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 • • • • 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! http://www.luc.edu/wellness/alcohol.shtml