Social Marketing: A Powerhouse for Shifting Public Opinion & Norms
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Social Marketing: A Powerhouse for Shifting Public Opinion & Norms






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  • One is a tool of the other.
  • ProductSatisfies an identified consumer need (high demand)Satisfies an identified public health need (may be little or no demand)PriceEstablished to cover all costs and generate a profitOften subsidized in order to provide maximum access to low/middle-income consumersPlaceFocuses on cost-efficiency (most profitable channels). Demand-drivenFocuses on access to target group. Required demand-creation activitiesPromotionFocuses on early market saturation then defending market share in competition with other brands.Focuses on early market saturation then uses communication to increase overall market.
  • Publics--Social marketers often have many different audiences that their program has to address in order to be successful. "Publics" refers to both the external and internal groups involved in the program. External publics include the target audience, secondary audiences, policymakers, and gatekeepers, while the internal publics are those who are involved in some way with either approval or implementation of the program.Partnership--Social and health issues are often so complex that one agency can't make a dent by itself. You need to team up with other organizations in the community to really be effective. You need to figure out which organizations have similar goals to yours--not necessarily the same goals--and identify ways you can work together.Policy--Social marketing programs can do well in motivating individual behavior change, but that is difficult to sustain unless the environment they're in supports that change for the long run. Often, policy change is needed, and media advocacy programs can be an effective complement to a social marketing program.Purse Strings--Most organizations that develop social marketing programs operate through funds provided by sources such as foundations, governmental grants or donations. This adds another dimension to the strategy development-namely, where will you get the money to create your program?

Social Marketing: A Powerhouse for Shifting Public Opinion & Norms Social Marketing: A Powerhouse for Shifting Public Opinion & Norms Presentation Transcript

  • SOCIAL MARKETING: A Powerhouse for Shifting Public Opinion and Norms 2010 California ReLeaf Network Retreat August 5, 2010 Michael Miller Brown∙Miller Communications, Inc.
  • Clarity  Social Marketing  Not Social Media
  • Textbook Lingo “Social marketing is the application of commercial marketing technologies to the analysis, planning, execution, and evaluation of programs designed to influence the voluntary behavior of target audiences in order to improve their personal welfare and that of their society” Kotler and Armstrong ZZZZZZZZ
  • Boiled down… Using traditional marketing tools and tricks to achieve specific behavioral change for social good.
  • The Basics…  Commercial marketing techniques  Based on needs of target audience  Strategic, planned execution  Constant evaluation and reshaping  Addresses key influencers  Goal: Behavior change
  • Why it matters to you?  Americans are overwhelmed  We aren’t listening  We’re trained to be entertained  Social marketing is your ticket to grab attention ► Puts the right message in the right place
  • Oh… and it really works!
  • Oh… and it really works!
  • Oh… and it really works!
  • Oh… and it really works!
  • Oh… and it really works!
  • Key Premise….  We don’t live in a vacuum  We’re influenced at several levels  Successful marketers surrounds their audience with supportive messages
  • Key Social Marketing Features  Behavior is bottom line  Programs must be cost effective  Strategies begin with customer  Interventions are based on marketing mix  Market research is essential  Competition is a given  Efforts are integrated
  • What It Is NOT…  Education alone  Attitude changes alone  Social advertising alone  Policy advocacy alone  Social influencing alone
  • Commercial vs. Social Marketing Commercial Social Marketing Marketing  AIM: Sales, Profit, market  Primary aim: Social share, shareholder value Good  GOAL: Immediate, Short  Complex, longer-term Term goals  Clearly defined products  Challenging,  Easily accessible target controversial behaviors audiences  Challenging, high-risk,  Hierarchical decision- hard-to-reach target making audiences  Participatory decision- making
  • Challenges  Limited research, data  Limited fiscal, time resources  Limited control over timing, communication channels  Limited evaluation capacity  Limited market savvy  Considerable, well-financed and talented opposition
  • Chin up… there’s good news…  Social marketers have right on their side ► Credibility ► Scientific arguments ► Media access ► Political and community support
  • Predicated on Audience Benefit  Enhancing benefits  Reducing barriers ► Change only occurs when perceived benefits > perceived costs
  • Social Marketer’s Challenge  Increase benefits  Reduce costs  Bring social pressure to bear  Increase self-efficacy
  • So how do you do it?
  • Planning Process 1. Establish Goals and Objectives 2. Determine Research Needs 3. Define Desired Behavior Change 4. Target Audience Identification 5. Message Development 6. Identify and Recruit Partners 7. Create the Communications Plan 8. Design Evaluation Methodology
  • 1. Establish Goals and Objectives  Concrete  Tied to behavior  Measurable  Realistic
  • 2. Determine Research Needs  What do you know about: ► Problem? ► Audience? ► Influencers? ► Competition? ► Available resources? ► Potential Supporters?
  • 3. Define Desired Behavior Change Behavior Change Process:  Awareness  Interest  Consideration  Understanding  Trial  Success Established Habit
  • 4. Target Audience Identification  Identify ALL potential audiences ► Categorize audiences • Primary audience • Influencers  Understand Audiences ► Demographics (Who are they?) ► Psychographics (How do they feel? What do they think?) ► Barriers and Motivations ► Determine stage on behavior change process model
  • Potential Influencers  Family, Friends  Partners  Politicians  Educators  Media  Churches  Retailers  Health  Community Providers  Celebrities  Employers &  Experts co-workers
  • 5. Message Development  Benefits not Features ► Fun, Easy, Popular ► Versus: Boring, Difficult, Lonely  Make an emotional connection  What do they care about?
  • What Matters to Your Audience?  PERSONS: Does it make their life easier, make them look better or make them richer?  PARTNERS: Does it help them do their job better or be more successful in what they are trying to accomplish?  POLITICIANS: Does it help the community or government official get re-elected, be more popular or gain additional support?  PRESS: Is it newsworthy, impactful, important?
  • Competing for Attention  Facts: ► The public is exposed to 2,000-3,000 marketing messages per day ► You have 3-5 seconds to catch their attention ► Your competition are pros at this
  • Your Message… Simple, Direct, Focused Audience – who is your audience?  WHAT – what does your audience need to know?  WHY – why should they care? Emotional, fiscal, personal price?  ACTION – what should they do with the information, what action do YOU want them to take?
  • 6. Identify and Recruit Partners  Who else will benefit from this effort?  Who can help leverage campaign resources?  Who can help carry campaign messages? ► Consider private companies, public sector agencies and non-profit organizations ► Look for those with a history of community involvement ► Look for partners whose “customers” are the same as your target audience
  • 7. Create the Plan  Biggest mistake in planning a social marketing campaign – people start with this step  Steps 1-6 are foundation of plan  Strategies and tactics –how will you communicate with your audiences  All strategies and tactics should help achieve the campaign objectives
  • Build Your Plan  Review the Market Mix  Develop Budget ► Consider $s, Time, Skill ► Substitute partners where resources are limited
  • Traditional Marketing Mix Product = Behavior Price = Cost of Adopting Place = Distribution Channels Promotion = Communication
  • Market Mix  TRADITIONAL ► Product ► Price ► Place ► Promotion  Additional “P”s of Social Marketing ► Partnerships ► Publics ► Policies ► Purse Strings
  • Tools of the Trade  Advertising  Public Relations  Social Media  Empowerment  Policy  Media Advocacy  Community Outreach and Events  Personal Sales  Partnerships
  • Marketing Tools •Who are you influencing? •What do you want them to do? Tool Audience or Value Cost Influencer Advertising Blog Brochure Community Event E-Blast E-mails Facebook Fact Sheets
  • 8. Design Evaluation Methodology  Plan strategy up front  Measure and quantify behavior change  Track over time  Look for trends  Learn from results
  • Social Marketing Process Listening  Planning  Pretesting  Implementing  Monitoring
  • Steps to a Healthier Salinas Social Marketing Campaign
  • Execution: Introduce the Message TV Radio Newspapers Mobile Advertising
  • Execution: Material Development
  • Execution: Local Celebrities
  • Execution: Advertising Newspaper Ads
  • Execution: Online Banner Ads
  • Execution: Salinas Californian Inserts
  • Execution: Radio KION-AM KDON – FM KOCN – FM KPRC-FM La Preciosa KTOM-FM Jammin 97.7
  • Execution: Movie Ads
  • Execution: Bus Ads
  • Execution: Stair Graphics
  • Execution: Community Art
  • Execution: Taquerias
  • Execution: Earned Media PSAs Television news stories Radio news stories Special feature news sections Newspaper stories National coverage Special events opportunities
  • Media Impact 3.4 Million English television impressions 1.3 Million Spanish television impressions 98,260 English radio impressions 522,144 Spanish radio impressions 4 Million English newspaper impressions 1 Million Spanish newspaper impressions _____________________________________ 80 Average number of times the Value It message was delivered to every resident of Salinas
  • Social Marketing Outcomes  12% increase in Latinos reducing weight to a healthy level  21% improvement in physical activity  6% increase in Salinas residents with a healthy weight, including 22 percent increase in healthy weight in men  Over 140 city, county and independent company policies implemented to address health factors  Over 150 active business community partnerships
  • In a Nutshell  Know your audience  Work strategically with all channels  Create environments that facilitate behavior change  Anticipate competition  Continuum of research, execute, evaluate  It works!
  • Questions and Discussion Michael Miller Brown•Miller Communications