1.
@mikekujawski | CEPSM.caFWD50 - 2018
Communicating change and tech disruption to citizens
Tips on moving beyond “awareness building” and into actual behaviour change

2.
Managing Partner & Senior Consultant
Centre of Excellence for Public Sector Marketing (CEPSM.ca)
Niche: Only work with public sector and
non-profit organizations
Specialty Areas: Digital marketing, social
marketing and behaviour change
communication, organizational/personal
branding, digital media literacy, user-
centered design, social network analysis,
open source social media intelligence
Sample Clients: Elections Canada, Office
of the Auditor General, United Nations,
Justice Canada, Government of Tanzania,
Government of Kazakhstan, Government
of Singapore, Government of Sharjah
I help public sector organizations around the globe adapt to digital disruption and
improve their strategic marketing, communications, and service delivery efforts.
What exactly do I do?

3.
LOOKING BACK AT THE
PAST DECADE, HOW WOULD
YOU RATE YOUR OWN
GOVERNMENT IN TERMS OF
COMMUNICATING THE
IMPLICATIONS OF DIGITAL
DISRUPTION TO CITIZENS?

4.
WHAT HAS CHANGED AND
WHERE ARE WE NOW?

5.
54% (4.2 billion)
of the global population has internet access

6.
40% (3 billion)
of the global population uses a smartphone
* Equal to 72% of all internet users

7.
40% (3 billion)
of the global population uses some form of social media
* Equal to 72% of all internet users

8.
Global Facebook Penetration Alone (2018): 30%
Global Landline Penetration At Its Peak (2004): 20%
FUN FACT

9.
OF COURSE, ALL OF THIS
CONNECTIVITY AND
DEMOCRATIZATION
OF CONTENT HAS CREATED
NEW CHALLENGES.

10.
No More Filters

11.
Information Disorder
and False Balance

12.
Editorial Absenteeism

13.
Permanent Personal
Digital Footprints

14.
Mental Health Issues and the
Growing “Insta Lie” Culture
“Insta lie”: an intentionally false representation of real life on social media.

15.
Polarization of Society

16.
HOW HAVE BOTH THE
PRIVATE SECTOR
AND GOVERNMENT
RESPONDED TO DATE?

17.
hansonrobotics.com/robot/sophia/

18.
bostondynamics.com/atlas

19.
your.md

20.
tesla.com/en_CA/models

21.
goo.gl/gWjDE5 (full video is NSFW)

22.
SO WHAT ARE SOME WAYS
IN WHICH GOVERNMENT
COMMUNICATORS
CAN APPROACH
ALL OF THIS?

23.
LET’S GO BACK TO THE
BASICS FOR A MOMENT

24.
The Brand Gap by Marty Neumeier
MARKETING ADVERTISING
PUBLIC RELATIONS BRANDING

25.
The strategic planning process
for creating, communicating,
delivering, and exchanging
offerings that have value for your
audience.
Marketing
WANTS AUDIENCES TO ACT

26.
The execution of the messaging
element of marketing. Also used
to create and strengthen
relationships inside and outside
the organization.
Communications
WANTS AUDIENCES TO LISTEN

27.
Goal setting Research Segmentation Targeting Positioning
Product/Service
Price/Opportunity Cost
Place/Channel
Promotion/Tactics & Messaging
40
This should ideally come
after the strategic marketing
“planning” elements. Sadly,
it often happens first.
Often based only on
outputs instead of
outcomes
The “General Public” is
not a target audience!
Common Pitfalls in the Government “Marketing” Process
Seen as a completely
separate division,
often excluded from
the process.
Often skipped. No clear
differentiation
conveyed. The brand is
seen as the logo
instead of something to
be “lived out”
Service delivery and
product quality not seen
as being part of
“marketing”

28.
WHAT IS
SOCIAL MARKETING*?
*not to be confused with “social media marketing”

29.
SOCIAL POLICY
SOCIAL SCIENCE
COMMERCIAL
MARKETING
PUBLIC SECTOR
MARKETING

30.
A process that applies
marketing principles and
techniques to create,
communicate, and
deliver value in order to
influence target
audience behaviors that
benefit society as well as
the target audience*.
*based on the best available scientific evidence and with genuine selfless intent

31.
Health Belief Model
Theory of Planned Behaviour
Social Cognitive Theory
Transtheoretical Model (Stages of Change)
Social Norms Theory
Theory of Reasoned Action
Fogg Behaviour Model
Diffusion of Innovation Theory

32.
Key Components of Social Marketing
Should have a long term
outlook based on continuing
programs rather than one-off
initiatives (3-5 years).
Should be strategic rather
than tactical
Should focus on aggressive
listening rather than
aggressive promotion
Research should be
conducted throughout to
inform the development of
the strategy
Should bring about changes
in the social and structural
factors that impinge on an
individual’s opportunities,
capacities, and right to a
healthy and fulfilling life
Should involve upstream
targeting of individuals/groups
who have the power to make
policy, regulatory and
legislative changes that protect
and enhance people’s quality
of life

33.
A FEW NOTEWORTHY
DIFFERENCES
BETWEEN COMMERCIAL
AND SOCIAL MARKETING

34.
Has three main categories of outcome objectives
Knowledge objectives:
based on statistics that could
motivate the target
audience. Audience should
know benefits of proposed
behaviour and the available
tools to help them
Belief objectives: tied to
attitudes, opinions, or
feelings held by audience.
Must believe they are
capable of performing the
desired behaviour and that it
will produce desired results
Behaviour objectives:
simple clear and doable
actions

35.
Uses various evidence-based forms of
psychographic segmentation techniques
Transtheoretical Model - Prochaska and DiClemente

36.
“I have to be
the first to try
this”
“I want to show
you this helpful
tool I found”
“Why should I
start using this
technology?”
“I was skeptical at first,
but I definitely should
have tried this earlier”
“I guess I can give it
a try but I need help”
Diffusion of Innovation Theory – Everett Rogers

37.
T
Total number of
people in the
segment
Segments encompassing larger groups of
individuals are more attractive
AR
Proportion of At Risk
persons in the
segment
Segments at higher levels of risk should be given
priority
P
Persuadability of the
segment
A segment that is easily persuaded to take the
desired action (low hanging fruit) should be given
higher priority
A
Accessibility of the
segment
Target audiences that are easier to reach are
more attractive as less work will be needed to
make an impact
R
Resources required
to meet the needs of
the segment
The fewer resources required to meet the needs
of the segment, the greater the expected return
on investment
E
Equity, social justice
considerations
The need to target specific disadvantaged
segments
TARPARE – A method for selecting target audiences -RJ Donovan, 1999

38.
The “product” has three distinct components
Actual product: the
specific behaviour that is
being promoted
Augmented product:
the tangible objects and
services offered to
support behaviour
change
Core product: the
benefits the target
audience will experience
when they perform the
behaviour

39.
Positioning acknowledges competing behaviours
“I want my target audience to see______ (desired
behaviour) as ______ (a phrase describing
positive benefits of adopting the behaviour) and as
more important and/or beneficial than______ (the
competing behaviour)”.

40.
Assume that your government wants to get citizens more comfortable
with using AI driven chatbots as part of its service delivery.
1. Create sample knowledge, belief, and behaviour objectives
2. State potential actual, augmented, and core products.
3. Formulate your positioning using the provided template
Quick Activity

41.
“I want my target audience to see______ (desired behaviour) as ______ (a phrase describing positive benefits
of adopting the behaviour) and as more important and/or beneficial than______ (the competing behaviour)”.
Actual product: the
specific behaviour that is
being promoted
Augmented product: the
tangible objects and
services offered to support
behaviour change
Core product: the benefits
the target audience will
experience when they
perform the behaviour
Knowledge objectives: based on
statistics that could motivate the target
audience. Audience should know
benefits of proposed behaviour and the
available tools to help them
Belief objectives: tied to attitudes,
opinions, or feelings held by audience.
Must believe they are capable of
performing the desired behaviour and
that it will produce desired results
Behaviour objectives: simple clear
and doable actions
Activity Cheat Sheet
1
2
3

42.
FINAL TIPS

43.
Avoid short-term “campaign”- based
output thinking. Social marketing is a
long-term outcome based process.

44.
Ensure that you spend the bulk of
your initiative’s time researching and
understanding what audiences
perceive as barriers to change.

45.
Use decisions regarding the core,
actual and augmented products to
determine positioning and drive your
messaging.

46.
TRUSTTrue social marketing is a powerful process that should be selfless and have the best interests of the
audience in mind. There is a tremendous opportunity for government to build trust by being more open and
transparent about what behaviours it is trying to influence and why. We have so many “open” initiatives,
why not begin to have more “open marketing/communications” initiatives by sharing the research,
strategies and results behind them?
Above all else, work on building

47.
Mike Kujawski
Mobile: 613.899.1348
E-mail: mikekujawski@cepsm.ca
LinkedIn: “Mike Kujawski”
Twitter: @mikekujawski
Skype: mikekujawski
Blog: mikekujawski.ca
Website: cepsm.ca