Changing behaviour - the implications for organisations

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Richard Donaldson, CauseAction
www.charitycomms.org.uk/events

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Changing behaviour - the implications for organisations

  1. 1. Social Marketing Conference:Changing Behaviour Through Communications 30 November 2011 www.charitycomms.org.uk www.twitter.com/CharityComms www.facebook.com/CharityComms
  2. 2. Changing behaviour – the implications for organisations Richard Donaldson richard@causeaction.co.uk
  3. 3. Core themeWhat makes organisations good at changingtheir audiences’ behaviour?What can we learn from them to make ourorganisations better at it?How does changing behaviour become anorganisational competency?
  4. 4. What delegates want• Success stories, case studies• Examples of what other (non charity) sectors are doing• To discover the challenges and difficulties of changing behaviour• Practical tips to apply back at the office
  5. 5. Behaviour change: A definition Behaviour change = “getting people to do stuff”
  6. 6. Behaviour change: The new blackOur government will be a muchsmarter one, shunning thebureaucratic levers of the past andfinding intelligent ways to encourage,support and enable people to makebetter choices for themselves - Coalition Agreement
  7. 7. Behaviour change: The new blackChanging people’s behaviour so that they,and their communities, are healthier, happier,and more secure is an objective charitiesrecognise.The difficulty is that the government hascommitted to “Nudge” as the way ofachieving that objective.
  8. 8. The problem with NudgeDevised by expertsand delivered “topdown”There is much we can use but on it’s own it only results inmodest change.
  9. 9. The problem with NudgeWould the numbers of books people donateto charity depend on how they were asked?11,812 households split as follows•a control group that were just asked to donate•a pledge group which were asked to pledge•a pledge-plus-publicity group, which got the pledgebut who were told that if they donated their nameswould be put up in a public place
  10. 10. The problem with NudgeWould the numbers of books people donateto charity depend on how they were asked? Control Pledge Group Pledge and Group Publicity GroupDonation 7.2% 8.1% 8.8% More examples in “Nudge Nudge, Think, Think” - free download from www.bloomsburyacademic.com
  11. 11. What organisations are good atchanging behaviour?
  12. 12. What organisations are good atchanging behaviour?Behavioural challenge: Encourage people to buystuff and then throw it away without using it 7.2m tonnes of food waste each year.
  13. 13. What organisations are good atchanging behaviour?Yes companies have bigger budgets, and theymay focus on short term purchases...but they are good at changing behaviour. Why should the devil have all the best tunes? William Booth
  14. 14. What makes an organisationgood at changing behaviour?• Knowing the customer• A focus on action• A central role for marketing
  15. 15. Knowing the customer
  16. 16. Knowing the customer The best place to find the truth is to listen to your customer. They will tell you what is good about your business and what is wrong. And if you keep listening, they will give you a strategy. - Sir Terry Leahy
  17. 17. Knowing the customerIf we want to change someone’s behaviour(i.e. encourage them to do something) wehave to know them – who they are and whatmatters to them.What they need, not what they want. It’s not the consumers’ job to know what they want - Steve Jobs
  18. 18. Knowing the customer: ListeningDoesn’t need to be expensive research;•Talk to frontline staff•Talk to customer services and reception•Monitor blogs, twitter•Pre-testing products, services and materials•Ask them, be curious!
  19. 19. Knowing the customer: ListeningHow do you get married mums of youngchildren to cookery classes? • Don’t call it cooking – “food for happy kids” • Don’t hold them at the Children’s Centre – hold them at ASDA.
  20. 20. Knowing the customer: ListeningSome questions to ask:•Who is listening to your audiences’ needs?•Who is asking them “Why…?”•How is this information being synthesised,shared and used?•When did you last meet the people you aretrying to encourage to do something?•Or try to do it yourself?
  21. 21. Knowing the customer: ListeningFrom broadcast to radar..
  22. 22. Knowing the customerOrganisations that are good at behaviourchange segment their audiences to knowthem better. One size does not fit all.Segmentation based on behaviour, need and motivation – not justdemographics
  23. 23. Knowing the customer: Segment http://www.wellbeingsoutheast.org.uk/ - search for ‘clusters’
  24. 24. Knowing the customer: SegmentIt tends to be the preserve of Individual Givingteams (e.g. segmenting donors by recency,frequency, value etc) but does that help usget to know the supporter better?We are often still very general about “carers”,“service users”, “parents”, “people with ….”
  25. 25. Knowing the customer: Segment With a remit of ‘For ever, for everyone’, why would it be necessary for us to think about segmentation? The answer is two-fold: To enable us to understand our visitors better and provide them with the experience they are looking for; and to create internal efficiencies through focusing our efforts to best effect. - Laura Irvine, NT
  26. 26. Knowing the customer: SegmentCurious minds Out and about Explorer Families Active thinkers. Spontaneous, They have a wide love sharing their Active learners –range of interests. experiences. for the whole Intellectually Socially family. Discovery motivated motivated. motivated.
  27. 27. Knowing the customer: SegmentSome questions to ask your organisation:•Is the approach “One size fits all”?•How are the audiences we want to influencesegmented?•What segments are our priorities?•What messages and approaches will work forour priority segments?
  28. 28. What makes an organisationgood at changing behaviour?• Knowing the customer• A focus on action• A central role for marketing
  29. 29. A focus on actionOrganisations who are good at changingbehaviour make it clear what they would likeyou to do.
  30. 30. A focus on action Adults should do two and half hours of moderate to vigorous intensity physical activity each week (e.g. for 30 minutes, 5 days a week) - Sally Davies, England’s Chief Medical Officer
  31. 31. A focus on action
  32. 32. A focus on actionEven if our audiences did know – would theydo anything about it? Awareness is not enough on its own to ensure that people avoid lifestyle choices that increase their risk of cancer. - Dr Mark Matfield, Scientific Co-ordinator, AICR
  33. 33. A focus on action 100% Awareness 25% men, 14% women smoked 70% of smokers agreed that “tobacco smoking is one of the greatest health hazards of modern times”
  34. 34. A focus on actionRaising awareness alone will not changebehaviour – our organisation needs acombination of methods to make the desiredaction easy, normal and popular including•Adapting and developing services andproducts•Providing support•“Nudging”
  35. 35. A focus on action
  36. 36. A focus on actionWe have lots of actions we want people todo!
  37. 37. A focus on action• More reason to segment.• Selected actions for different segments based on impact, probability and penetration.• Future actions determined when the customer changes segment (the customer journey).
  38. 38. A focus on action• Focus on the types of customers and types of actions that deliver best value for our organisation.• We don’t need to just raise awareness we need to customise our products, services to make it easier for people to take action.
  39. 39. A focus on actionSome questions to ask:•Is the objective awareness or action?•What things need to change to make it easierfor the audience to take action?•Are we focussed on the most importantaction we want each segment to take?
  40. 40. A focus on actionFrom broadcast to bespoke
  41. 41. What makes an organisationgood at changing behaviour?• Knowing the customer• A focus on action• A central role for marketing
  42. 42. A central role for marketing• Organisations that are good at changing behaviour define ‘marketing’ more broadly than ‘communications’. Marketing must be at the core. Not just a department, but a mindset across all disciplines - Graham Mackay, CEO of SABMiller
  43. 43. A central role for marketing• Marketing is the mindset of the customer As a marketing team we bring a customer focus; in many ways we are the customer conscience of the organisation. - Duncan Lewis, Group Marketing Director, Age UK
  44. 44. A central role for marketing• Therefore marketing has a wide role – it supports the whole organisation anticipate and meet customer needs.• This is not always easy to achieve – what stops this happening?
  45. 45. A central role for marketing: Issues1. The ‘M’ word The language of behaviour change - understanding the audience and encouraging action may provide opportunities to re-frame what we do to better fit our culture
  46. 46. A central role for marketing: Issues2. StructureAre we structured by audience, channel orproduct? Major Supporters Media and PR Events Volunteers Direct Marketing Helpline/services Corporate Website/Digital Trading
  47. 47. A central role for marketing:Issues2. StructureDo we have the mandate? If ‘Marketing’ sits within Fundraising (or within Policy/Services) does it have the mandate to support the whole organisation?
  48. 48. A central role for marketing: Issues2. Structure Identify segments and prioritised actions. Audience based Build relationships through teams customer journeys. Develop audience insight. Use a range of channels andCentral ‘marketing’ methods to change function behaviour. Identify new audience needs.
  49. 49. A central role for marketing:Issues3. Conflicting objectives• “I need more people to volunteer”• “I need more people to give”• “I need more people to use our services” “I need more people to know what we’ve achieved”• “I need more people to buy Christmas cards”
  50. 50. A central role for marketing: Issues3. Conflicting objectives• Requires audience based planning in response to organisational need.• Prioritised segments, prioritised actions; • Impact • Probability • Penetration
  51. 51. A central role for marketing: Issues4. Project planning• Marketing skills often brought in too late – when communications are needed.• Earlier involvement would ensure more time to understand the audience and decide which combination of methods will encourage the desired action.
  52. 52. A central role for marketing:Issues4. Project planningWe need to grasp the nettle and;•Know the operational plan backwards andproactively approach teams to offer our skills.•Build strong cross team relationships.•Develop planning tools to ensure ourorganisation’s activity has the best chance ofchanging behaviour.
  53. 53. A central role for marketingSome questions to ask:•Are marketing skills used to support all theorganisation?•Is the structure primarily audience or productfocussed?•What can be done to ensure marketing skillsare used at all stages of a project, not just theend?
  54. 54. A central role for marketingFrom broadcast to the core
  55. 55. So what makes an organisationgood at changing behaviour?
  56. 56. Thank you for listeningrichard@causeaction.co.uk

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