Social Marketing

Wave “B”, Damascus, 27-29/1/2014
By Muhamad SHABAREK

Syrian NGO Development Programme, a project by:

SEBC

‫الموضوع‬

TOPIC

Social Marketing
‫التسويق االجتماعي‬

‫برنامج تطوير المؤسسات غير الحكومية السورية‬
‫مشروع* ممول من مرفق البيئة العالمية برنامج المنح الصغيرة (‪ )GEF SGP‬بالشراكة مع مركز األعمال‬
‫والمؤسسات السوري ‪ .SEBC‬يهدف إلى تطوير قدرات المؤسسات غير الحكومية والجمعيات وهيئات المجتمع‬
‫األهلي للمساهمة في مواجهة التحديات البيئية بالتعاون مع الشركاء المحليين واإلقليمين.‬
‫ً على دراسة تمت‬
‫يتضمن البرنامج ورشات تدريبية موجهة للكوادر اإلدارية في هذه المؤسسات، تم تصميمها بناء‬

‫للواقع الحالي بهدف التعرف على االحتياجات العملية والتدريبية لهذه المؤسسات. يطلب في نهاية كل ورشة تنفيذ‬
‫تمرين عملي محدد لتطبيق ما تم تعلمه خالل كل ورشة بهدف التأكد من وصول المعلومة بالشكل الصحيح، ويتم‬
‫تجميع هذه التمارين عند نهاية ورشات العمل في عرض نهائي متكامل يتم تقديمه من قبل أحد متدربي كل جمعية‬
‫يهدف إلى تقييم فعلي كامل للجهة المشاركة ووضع حلول واقتراحات لتطويرها.‬
‫•‬

‫البرنامج ال يحمل أي طابع سياسي أو انساني وال يدخل ضمن برامج اإلغاثة الموجهة إلى سورية ضمن األزمة الحالية.‬

‫‪Syrian NGO Development Programme (SNDP) - Wave A (Damascus) - Human Resource Management of NGOs‬‬

‫2‬

Who’s in the room?

3

Syrian NGO Development Programme (SNDP) - Wave A (Damascus) - Human Resource Management of NGOs

Expectations?

4


Training Programme
Day 1

• Definitions
• What is social marketing
• Main principles
• Marketing Mix

Day 2

• Theories
• Social Marketing strategy (Planning)
• CSR
• Public Relations

Day 3

5

• Branding and Visual Identity
• Social Media
• Additional Marketing tools


Definitions
• “Social Marketing is the design, implantation, and control of
programs calculated to influence the acceptability of social ideas
involving considerations of product planning, pricing,
communication, distribution and marketing research”
Kotler and Zaltman, 1971

Social marketing has two parent science Social and psychological
sciences and Marketing sciences

8

What is Social Marketing?
The NSMC defines social marketing as: “an approach used
to develop activities aimed at changing or maintaining
people’s behaviour for the benefit of individuals and society
as a whole.”
Social marketing focuses on behaviour. If your goal is only to increase awareness or knowledge, or change
attitudes, you are not doing social marketing. Social marketing starts by identifying all of the behaviours
which are relevant to your issue – including those which you would like to encourage, and those which are
causing the problem. It also looks at related or similar problematic behaviours. Social marketing focuses on
behaviour. If your goal is only to increase awareness or knowledge, or change attitudes, you are not doing
social marketing.
Social marketing starts by identifying all of the behaviours which are relevant to your issue – including
those which you would like to encourage, and those which are causing the problem. It also looks at related
or similar problematic behaviours.

9

Social marking is about:
1. Adoption of ideas or behaviours
2. For social good
3. Population of individual level behavior change
4. The adoption of commercial marketing techniques
5. The exchange principle

6. Voluntary behavior change

10

Social Marketing IS NOT
• Social Networking/Media
• Societal marketing/ CSR
• Advocacy

• Not-for-profit marketing
• Cause-related marketing
• Advertising and communication
• A quick fix
• Health promotion/education

11

But Social Marketing is
• A staged planning approach
• A tool to help achieve behaviour change
• Proven to work
• Customer-centric
• A strategic as well as an operational tool

• Measurable – return on investment can be demonstrated

12

Social Marketing vs Commercial Marketing
Commercial marketing

Social Marketing

Product

The marketing process
revolves primarily around the
development and sale of
goods and services

The marketing process is used
to change or maintain
behaviour

Primary aim

Financial gain

Individual or societal gain

Primary competition

Other organisations offering
similar goods or services

The current or preferred
behaviour of the target
segment

13


How Social Marketing Helps
Policy: it helps to ensure policy
is based on an understanding of
people’s lives, making policy
goals realistic and achievable.
Strategy: it enables you to
target your resources costeffectively, and select interventions that have the best
impact over time.
Implementation and delivery:
it enables you to develop
products, services and
communications that fit people’s
needs and motivations.
14


Social Marketing principles
•

Clear behavioural goals

•

Customer orientation

•

Theory

•

Insight

•

Exchange

•

Segmentation

•

Competition

•

The 4 “P”s and extended “P”s

The 8 social marketing benchmark criteria by NSMC

15

‫حملة استبدال أغطية‬
‫العبوات البالستيكية‬
‫بكرسي لذوي‬
‫االحتياجات الخاصة‬
‫‪Practical exercise‬‬

BEHAVIOUR
• Change people’s actual behaviour
• Influence specific behaviours, not just knowledge, attitudes and
beliefs

• Set clear, specific, measurable and time-bound behavioural goals,
and establish baselines and key indicators

18

Understanding behaviour – some basic
starting points
Behaviour is a pattern of actions over time; the action or reaction of something under
specific circumstances.
It is inherently dynamic – that is, subject to change and variation in different contexts
and at different times.

It is rare to find behaviour demonstrated consistently across a whole group of people.
Much routine daily behaviour is about habit and does not necessarily involve conscious
and active considerations.
Starting from an under standing of an audience’s attitudes, hopes, wishes, desires and
other motivations is generally more productive than trying to identify and fill
information gaps.
Understanding people’s emotional engagement is critical.

19

The customer in their wider social and
environmental context
• Good social marketing does not focus on people as isolated
individuals, but considers them in their wider social and
environmental context.
• Their behaviour will be affected by a range of factors.
• Effective social marketing considers:
1. Factors within the individual’s control; e.g. lifestyle options and choices

2. Factors outside the individual’s control; e.g. environment, service access
options, employment opportunities and housing

20

Customer Orientation
• Focus on the audience. Fully understand their lives, attitudes and
current behaviour using a mix of data sources and research methods
• Go beyond interviews and focus groups

• Use a range of research analyses and combine data from different
sources (qualitative and quantitative)
• Gain key stakeholder understanding and feed it into methods mix
development
• Pre-test interventions with the audience
• Involve people – don’t treat them as research subjects
22


++
XX

-

Interest

yy

++ Very positive
+ Positive
X Neutral
- Negative
-- Very negative

x
ZZZ

Influence

23


Circle size
represents the
size of the group

The Principle of EXCHANGE
• People change their behavior because they are offered something in
exchange perceive to provide greater benefits and fewer barriers
than the alternative.
• This principle can be contrasted with two complementary principles:
• The regulation principle: people do things to avoid punishment
• The education principle: people do thing because they acquire information and
skills that they did not previously have

24

STOP SMOKING
Individual: I’m perceived as Intelligent person
Community: lower costs of health care

If you drink and
drive I’ll arrest
you!

Take this pill
with food or
it will not be
absorbed

25

The Principle of SEGMENTATION
How do you think these women are alike?
How might they be different?

27


Segmentation
The process of dividing a market into distinct subsets of customers that
behave in the same way or have similar needs.

There is NO SUCH THING as ‘targeting the general public’!

28


• Avoid a ‘one size fits all’ approach: identify audience ‘segments’, which
have common characteristics, and tailor interventions appropriately
• Segmentation is made possible by the customer orientation and insight
work
• Don’t only rely on traditional demographic, geographic or epidemiological
targeting
• Draw on behavioural and psychographic data

• Identify the size of your segments
• Prioritise and select segments according to clear criteria, such as size and
readiness to change

• Directly tailor interventions in the methods mix to specific audience
segments

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Common variables
• Demographic: Age Gender Family size Income Occupation Education
Religion Race Generation Nationality
• Behavioural: Occasions – regular, social Benefits – quality, service,
convenience User status – non-user, ex-user, potential Usage rate
Loyalty status Readiness stage Attitude towards product
• Geographic: Country or region Postcode City/inhabitants size
Density – urban/rural Climate
• Psychographic: Attitudes Motivations Personality Values/beliefs
Social class Lifestyle

30


Cost-effective segmentation (TARPARE method)

31


Persona
• Personas are fictional characters created to represent the different
user types within a targeted demographic, attitude and/or behavior
set that might use a site, brand or product in a similar way.
Marketers may use personas together with market segmentation,
where the qualitative personas are constructed to be representative
of specific segments.
• They are captured in 1–2 page descriptions that include behavior
patterns, goals, skills, attitudes, and environment, with a few
fictional personal details to make the persona a realistic character.

32


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The Principle of 4Ps
• The 4Ps are the basic structural elements which the social marketer
manipulates to produce a competitive benefit for a particular
audience segment.
• The role of marketer is to imbalance the mix
(especially when to compensate weak or missing Ps)

Promotion

Product

“It is important to concentrate on blending all

Elements of the mix rather than just one”

34


Place

Price

PRODUCT
• This includes all products and services to help the target audience achieve
the behaviour change.
• It could mean putting recycling bins into a block of flats, or developing a
new service to help people quit smoking.

• Adapting existing products to meet changing consumer trends. Instead
of creating a new product, look to develop your existing products to meet
the different segment needs.
• Commercial companies do this frequently, by expanding their product
range: Coca-Cola (the original) > Coke Zero (developed to appeal to men
conscious of their weight) > Diet Coke (developed to appeal to people
conscious of their weight (mainly women)) > Caffeine-free Coke > Cherry
Coke > Other special editions – such as coke with lemon

35


E.g.
A social marketing project to get more children eating healthy school
meals developed their existing product
• Menus were redeveloped to be healthier and more appealing

• The canteen was refurbished to look more like a high street fast food
outlet
• A reward scheme was introduced to incentivize healthy options
• A ‘fast track’ queue was introduced for those buying healthy options

36


37


PRICE
• The price is the cost that the target audience associates with
adopting the new behaviour.
• It should be integrated with the benchmark: exchange. Costs may be
monetary or non-monetary, such as:
• Time – ‘I have to find the time to recycle my old fridge’
• Physical cost e.g. effort – ‘I have to carry it to the recycling point’
• Psychological costs e.g. fear – ‘I’m afraid of the youths who hang around near
the recycling point’

38


“Price” Strategies
• Increase monetary incentives of desired behaviour
• Decrease monetary costs of desired behavior
• Increase non-monetary benefits of desired behavior
• Decrease non-monetary costs of desired behavior
• Increase monetary costs of competing behavior

• Increase non-monetary costs of competing behavior

39


PLACE
• Place is where and when the target audience will perform the desired
behaviour, acquire any related tangible objects, and receive any associated
services.
• We live in an environment where time is in short supply and a valuable
commodity – so convenience is often a key element of success.
E.g. To encourage men at risk of high blood pressure to get checked,
screening was made available at community events and supermarket car
parks. This was because:
• They tended to frequent these places in the evenings or at weekends

• They tended to have time available at these places
• They were often at these places with their families, who were likely to prompt
them to get their blood pressure checked

40


“Place” Strategies
• Make the location closer
• Extend opening hours
• Be there at the point of decision making

• Make the location more appealing
• Overcome psychological barriers
• Be more accessible than the competition
• Make access to the competition more difficult
• Work with existing distribution channels

41


PROMOTION
• Promotion is the final component of the marketing mix. It is used to
communicate the product benefits, its value in relation to the
competitors and the place where it is available.
• It should not just communicate a message, such as ‘smoking kills’; or
‘don’t drink and drive’.
E.g. A stop smoking project for pregnant women did not use promotion
to say, ‘smoking harms your baby’. Instead, they promoted an offer to
mums: ‘You don’t have to give up your ‘me time’ to give up smoking’.
This articulated a benefit of the intervention – it offered mums ‘me
time’ via a new support group.
42


Promotional mix (tools)

43


The other Ps

Process
People

Physical evidance
44


The principle of COMPETITION

• Old Behavior

• Benefits
• Barriers

45

New behavior must
compete by offering
something equally or
more valuable to the
audience


What we do?
• Understand what competes for the audience’s time, attention, and
inclination to behave in a particular way
• Address direct and external factors that compete for the audience’s
time and attention
• Develop strategies to minimise the impact of competition, clearly
linked to the exchange offered

• Form alliances with or learn from the competing factors

46

INSIGHT
• Customer orientation lets you identify ‘actionable insights’ – pieces
of understanding that will lead intervention development
• Gain a deep understanding of what moves and motivates the target
audience and influences the behavior
• Identify emotional barriers (such as fear of testing positive for a
disease) as well as physical barriers (such as service opening hours)

• Use insight to develop an attractive exchange and suitable methods
mix

47


Insight definition
• A deep ‘truth’ about the customer based on their behaviour,
experiences, beliefs, needs or desires, that is relevant to the task
or issue and ‘rings bells’ with target people.

Insight is more than
just pieces of data. It
is what the data can
tell us about people’s
feelings, motivations
and current behaviour

48

Where does Insights come from?

50

internal & external environment Analysis
• SWOT Analysis or Pestle tool

51

Theories
• Use behavioural theories to understand behavior and inform the
intervention
• Identify theories after conducting customer orientation research

• Use theory to inform and guide the methods mix
• Test theoretical assumptions as part of the intervention pre-testing

52

• Human behaviour is complex. However, by following a theory, you can
gain a greater understanding of your target audience and the factors
that influence them and their actions.
• Theory helps you to see the broader picture. It provides a structure or
‘road map’ to guide your examination of the behaviours you are dealing
with.
• Theoretical assumptions should be tested as part of the developmental
process. You should try to find the most appropriate theory based on what
you know about your target audience’s behaviour, rather than apply one
you are most familiar with. Select a theory after you have gathered
information about your audience and the behaviour as part of your
customer orientation work.

53

There are a wide range of behavioural theories which
have been used in social marketing projects:

54

The classical Diffusion Theory
Everett Rogers (1962)
•

Found that for most members of a social system, the
adoption-decision depends heavily on the adoptiondecisions of the other members of the system.

•

The more people adopt an innovation, the lower the
perceived risk.

•

The result is an S-curve shaped pattern of innovation
diffusion.

•

Synthesized research on adoption of innovation from
several fields: Anthropology, Early sociology, Rural
sociology, Education, Industrial sociology, Medical
sociology

The Technology Adoption Lifecycle
• The Diffusion of Innovations is a social process

Source:
Carnegie
Mellon
University

* Reused from Geoffrey Moore, Dealing with Darwin © 2005, TCG Advisors LLC

Crossing the Chasm (1991, revised 1999)
A marketing book by Geoffrey A. Moore that focuses on the specifics of
marketing high tech products during the early start up period. Moore's
exploration and expansion of the diffusions of innovations model has
had a significant and lasting impact on high tech entrepreneurship. In
2006, Tom Byers, Faculty Director of Stanford Technology Ventures
Program, described it as "still the bible for entrepreneurial marketing
15 years later". The book's success has led to a series of follow-up
books and a consulting company, The Chasm Group.

Governing Model
Pragmatists:
Stick with the herd!

Conservatives:
Hold on!

Visionaries:
Get ahead of the herd!

Skeptics:
No way!

Techies:

Innovators

Early

Early Majority

Late Majority

Laggards

Innovators –Technology Enthusiasts
Primary Motivation:
• Learn about new technologies for their own sake
Key Characteristics:
• Strong aptitude for technical information
• Like to alpha test new products
• Can ignore any missing elements
• Do whatever they can to help
Challenges:
• Want unrestricted access to top technical people
• Want no-profit pricing (preferably free)
Key Role: Gatekeeper to the Early Adopter

Early Adopters –The Visionaries
Primary Motivation:
• Gain dramatic competitive advantage via revolutionary breakthrough
• Great imaginations for strategic applications
• Attracted by high-risk, high-reward propositions
• Will help supply the missing elements
• Perceive order-of-magnitude gains –so not price sensitive
Challenges:
• Want rapid time-to-market
• Demand high degree of customization and support
Key Role: Fund the development of the early market

Early Majority –Pragmatists
Primary Motivation:
• Gain sustainable productivity improvements via evolutionary change
• Astute managers of mission-critical applications
• Understand real-world issues and tradeoffs
• Focus on proven applications
• Like to go with the market leader
Challenges:
• Insist on good references from trusted colleagues
• Want to see the solution in production at the reference site
Key Role: Bulwark of the mainstream market

Late Majority –Conservatives
Primary Motivation:
• Just stay even with the competition
• Avoid competitive disadvantage
• Better with people than technology
• Risk averse
• Price-sensitive
• Highly reliant on a single, trusted advisor
Challenges:
• Need completely pre-assembled solutions
• Would benefit from value-added services but do not want to pay for them
Key Role: Extend product life cycles

Laggards – Skeptics
Primary Motivation:
• Maintain status-quo
• Good at debunking marketing hype
• Disbelieve productivity-improvement arguments -Believe in the law of unintended
consequences
• Like taking a contrarian position
• Seek to block purchases of new technology
Challenges:
• Not a customer
• Can be formidable opposition to early adoption
Key Role: Retard the development of high-tech markets

Law of Diffusion of
Innovations

Crack 1
Early Adopters do talk to Innovators. Still Crack 1 occurs.
Problem: Innovators like cool technology products that cannot be readily
translated into major new business benefits. Early Adopters want competitive
advantage.
• Esperanto
• Desktop Video Conferencing

Solution: The product must be made to enable a valuable strategic leap
forward.

Crack 2
Late Majority talks to Early Majority. Still Crack 2 occurs.
Problem: The Early Majority is willing and able to become technically
competent when needed. The Late Majority is not.
• Scanners and Video Editing Programs
• Telephone transferring systems

Solution: Ensure very high user-friendlieness to ensure ease of
adoption.

Different value delivered

It is new to the
market
• It is the fastest
product
• It is the easiest to
use
• It has elegant
architecture
• It has unigue
functionality
•

It is the de facto
standard
• It has the largest
installed base
• It has most third party
supporters
• It has great quality of
support
• It has a low cost of
ownership
•

Visionary

Pragmatist

Different Buying Behavior

Willing to take
risk
• Rely on horizontal
references: other
industries &
techies
• Want to buy from
new firms
• Want rich techsupport
•

•

Visionary

Pragmatist

Wants very little risk
• Relies on vertical
references within their
industry
• Wants to buy from
market leaders
• Wants one point of
contact

What Pragmatists think of Visionaries
1. The visionaries love technology but are bored with the mundane details of
their own industry, which is the everyday work of us pragmatists.
2. The visionaries want to build systems from the ground up and do not
appreciate the importance of networks, systems and processes already in
place.
3. The visionaries seem to do all the fun things. They get all the funds and all
the attention for their blue sky projects. If they fail, it is us pragmatists
who have to clean up the mess. If they succeed, the disruptive change is
just too much to handle.
Pragmatists don’t trust visionaries as references!

Catch 22
• “The pragmatists will use only those products that are already used
by a majority of pragmatists. And generally look to one and other as
references. So, how can we get them to use a new product?”

Discovering that you are in the chasm
Visionary markets saturates, or visionaries abandon
• Too late for revolutionary competitive advantage
• There are other cool disruptive things out there

Pragmatists see no reason to buy yet

• Too early for anything to be ”in production”
• No herd of references has yet formed

Crossing the chasm
The problem
• 80% of many solutions –100% of none
• Pragmatists won’t buy 80% solutions!
Conventional solution (tends to fail)
• Committing to the most common enhancement requests
• Never completely satisfying any one customer segment’s needs
”D-day” solution (more likely to succeed)
• Focus all efforts on a single ”beach head” segment with a compelling reason to buy, develop a whole product,
become a market leader
• Then leverage product and user references to attack other segments

The consequence of being sales-driven instead of strategy-driven in the chasm is fatal –Focus !!!

”D-day” invasion strategy & tactics
1. Target the point of attack
Segmentation–isolate target customers and their compelling reason to buy

2. Assemble the invasion force
Differentiation–develop the ”whole product” and choose allies to realize this

3. Define the battle
Positioning–reate the competition(if there is none, you still need one) and
position yourself

4. Launch the invasion
Distribution and Pricing–select your distribution channel and set your price

What is a Whole Product
In marketing, a whole product is
a generic product augmented by
everything that is needed for the
customer to have a compelling
reason to buy.
It's All About Risk In high tech, products
are often more costly and complicated,
so the customer has more at stake.
Therefore market adoption of a
technology product is dependent upon
helping customers reduce perceived risk.

Defining the Value Proposition Statement
• For….(target customers, beachhead segment)
• Who are dissatisfied with… (current market or internal alternative)
• Our product is a … (new product category)
• That provides… (key problem solving capacity)
• Unlike… (current product alternative)

• We have assembled… (key whole product features)

What Comes after
the beachhead?

Bowling Alley

Bowling Alley Market Development

Beyond the Chasm I (Tornado)
•

As more niche markets are successfully penetrated, the solution is perceived to be less
of a niche product and more of an all-purpose solution. This creates momentum around
the technology, and the hyper growth phase of the Tornado begins. The Tornado is a
period of hyper growth when the pragmatic buyers flock en masse to adopt the
technology as the standard. The product focus has also shifted away from the problems
of the end user and toward the infrastructure buyer that can implement the
technology to solve their problems. Successful companies with technology in the
Tornado "just ship" the product and focus less on the customer because this is a hyper
growth phase where market share is determined and leadership is established. A leader
is needed to create stability in the market, and the company that sets the standard for
the technology will reap tremendous financial rewards. Companies create value in the
Tornado phase by balancing product leadership and operational excellence, or the
ability to successfully execute the business plan.

Beyond the Chasm II (The main street)
• Main Street represents a time when the purchasing fury has subsided
and supply and demand is brought to equilibrium. Moore describes
the entrance into Main Street as a "calamitous" experience. Revenue
shortfall, loss of talented employees, and shareholder lawsuits due
to a floundering stock price are not uncommon. However, if a
corporation comes to terms with the fact that Main Street is an
inevitable part of the life cycle, it can be quite profitable. To ensure
success, corporate strategy must shift once again toward a
combination of customer intimacy and operational excellence.

Intervention Mix
Inform

Service

Control

88

Educate

Design


Social Marketing principles
•

Clear behavioural goals

•

Customer orientation

•

Theory

•

Insight

•

Exchange

•

Segmentation

•

Competition

•

The 4 “P”s and extended “P”s

The 8 social marketing benchmark criteria by NSMC

90

Six stage planning for Social Marketing

Getting
started

91

Scope

Develop

Implement


Evaluate

Follow-up

Getting Started
Before you start your social marketing project, it is useful to do some initial planning.
This will help you to find out whether you have the support to carry it through.
There are four areas that you should think about at this stage:
1.

The issue or challenge you want to address

2.

The resources and assets you might be able to draw on

3.

Potential risks

4.

Initial timescales

You may also want to think about how much original research into your target audience
you will need to carry out and if you will need to commission external help to do it. If you
do feel extra support will be needed.
OUTPUT: A ‘challenge statement’, describing the issue you will address and clarifying who
is affected.

92


Scope
The scoping phase is where you consider which interventions to select, based on what is most likely to
achieve and sustain the desired outcome, given your resources.
Typically, scoping involves:
•

Bringing people together who might be important for the intervention

•

Forming a steering group and reviewing expectations and resources

•

Investigating what has already been done

•

Analysing factors that may affect the issue and what you can do about them

•

Getting the information you need to forge ahead by carrying out both secondary and primary research

It is critical to develop a complete understanding of your audience and what motivates them to behave in the way
they do, including the key influences, incentives and barriers. You may want to segment your audience, allowing
you to prioritise and target the intervention. Behavioural goals need to be set and monitoring and evaluation
methods must be decided.
OUTPUT: A written scoping report, summarising your work to date and setting out the rationale for the
interventions.

93


Develop
This is where the interventions selected as a result of scoping are taken
forward. By this point you should have a good understanding of your
audience. You will have analysed their behaviours and set goals, engaged
with key stakeholders and produced a scoping report.
You are now in a position to develop a specific programme, campaign or
intervention. It is crucial to pre-test ideas with the audience.
Check that the evidence and assumptions are relevant and actionable, and
adjust plans accordingly. Plan your methods mix, maintaining stakeholder
engagement and, where appropriate, building a working relationship with
external partners.
OUTPUT: A social marketing plan with SMART (specific, measurable,
achievable, realistic and time-bound) objectives.

94


Implement
This is where your social marketing intervention goes live. What happens in this stage
will differ for every intervention, but there are a number of tasks that you should try
to undertake:
•

Preparing for the intervention launch

•

Spotting opportunities and dealing with problems during delivery

•

Monitoring and evaluating the process as it unfolds

•

Gathering feedback from staff and stakeholders involved in delivery

•

Monitoring the wider environment for any changes or developments that might affect the
intervention

Depending on the feedback from your stakeholders, you may be required to adjust the
implementation plan.
KEY CONCERN: Achieving the desired impact on the audience’s behaviour within the
timescale you have identified.

95


Evaluate
At this stage, you formally review the intervention’s impact. The aims of evaluation
are to identify the strengths and weaknesses, determine if it is making a difference,
and measure its return on investment.You will be required to gather detailed
information about how the intervention has worked and what it has achieved.
•

You should gather the type of data that will allow you to measure success or failure
against the original aims and objectives. Because it can take time until an
intervention’s full effect on behaviour can be seen, try to identify interim changes that
will allow you to check if you are moving in the right direction.

•

You should have planned how you are going to evaluate your intervention earlier in the
process. This includes deciding on short, medium or long term indicators for measuring
the change in people’s knowledge, attitude, and behaviour. As well as the outcomes,
the actual process of the intervention should be assessed.

OUTPUT: An evaluation report, setting out the original objectives, methods used,
outcomes identified and recommendations for further action.

96


Follow-up
The follow-up stage is when the results of the evaluation are
considered by you and your stakeholders. Implications are digested
and forward plans made. This helps to ensure that you, your
organisation and stakeholders learn from the experience and the
learning is captured for future work. It is also an important
opportunity to recognise and thank those involved.
Sharing evaluation findings enables future developments and
interventions to build on your successes and failures. This increases the
chance that successful interventions will enter mainstream practice.

97


Selling Vs Marketing
discussion

98


‫‪Selling your cause‬‬
‫تمرين:ً(مطلوب متطوعين)‬
‫صادفت في المصعد مدير أكبر‬
‫سلسلة مطاعم في دمشق،‬
‫والمطلوب منك خالل 03 ثانية‬
‫(الوقت الالزم للوصول إلى‬
‫الطابق 11 إقناعه بدعم الحملة)‬

‫‪Syrian NGO Development Programme (SNDP) - Wave A (Damascus) - Human Resource Management of NGOs‬‬

‫99‬

What is Public Relations (PR)
• “Public relations is a planned process to influence public opinion,
through sound character and proper performance, based on mutually
satisfactory two-way communication.”

Another definition from PRSA:
• “Public relations helps an organization and its publics adapt mutually
to each other. Public relations is an organization’s efforts to win the
cooperation of groups of people.”

100


Public relations
professionals
serve as interpreters
for the organization.
10-Second Quiz!

Who is that lady in the blue dress,
and why is she with President Bush?
101

PR professionals serve as management
interpreters
To publics, they interpret management’s:

• Philosophies
• Policies

• Programs
• Practices

102

And as public interpreters
To management, PR interprets the public’s:

• Opinions

• Needs
• Desires

Management needs to know what the public thinks about the
organization and its practices!
103

Now it’s your turn……

Can you think of recent events in
which organizations were not
correctly interpreting public views?

104

Marston’s four-step “RACE” model
describes the PR process:

• R = Research

• A = Action
• C = Communication
• E = Evaluation

105

Ways to view our publics
• Internal or external
• Primary or secondary
• Traditional and future
• Proponents, opponents, and
the uncommitted

106

Ways to view our publics……
Segmenting by values and lifestyles
• Actualizers

Strivers

• Fulfilleds

•

Experiencers

• Believers

•

Makers

• Achievers

107

•

•

Strugglers

Functions of Public Relations
They are numerous:
•

•

Consumer relations

•

Media relations

•

Employee relations

•

Planning

•

Government affairs

•

Counseling

•

Investor relations

•

Research

•

Special publics relations

•

Publicity

•

Public affairs and
issues management

•

Marketing Communications

•

•
108

Writing

Community relations

Web site development and
interface

Sharpe’s five principles:
• Honest communication for credibility
• Openness and consistency for confidence
• Fairness of actions for reciprocity, goodwill
• 2-way communication to build relationships
• Research and evaluation to determine actions and
adjust for social harmony

109

Becoming a PR practitioner
Key personal characteristics:

• A tendency toward communication

• A desire to counsel senior managers
• A strong base of personal ethics
• A willingness to take risks
• A positive outlook on life

110

Relation with Press
Discussion

111


Practices
• Create your own Database
• Build relations
• Invite to activities and events

• Use Press release (specific template, consider visual identity)
• Follow-up
• File, archive
• Update your website
• …

Relations with Private
Sector
Corporate Social Responsibility (CSR)

Main Concepts of CSR
CSR (Carrol, 1979)

Firms have responsibilities to societies including economic, legal, ethical
and discretionary (or philanthropic).
- See also DeGeorge (1999) on the “Myth of the Amoral Firm”

Social Contract (Donaldson, 1982; Donaldson and Dunfee,
1999) – There is a tacit social contract between the firm and
society; the contract bestows certain rights in exchange for
certain responsibilities.

Stakeholder Theory (Freeman, 1984) – A stakeholder is “any group
or individual who can affect or is affected by the achievement of an
organisation’s purpose.” Argues that it is in the company’s strategic
interest to respect the interests of all its stakeholders.

What is Corporate Social Responsibility?

Corporate Social Responsibility

The responsibility of business towards the society

Myths surrounding CSR

CSR is not for small businesses
It is too complicated and technical

It is too expensive
It is a market gimmick

It is a separate corporate initiative

Winning new
businesses
Enhanced
Relationship with
stakeholders

Increase in
customer retention

Saving money
on energy and
operating cost

Benefits
of CSR

Differentiating
yourself from the
competitor
Enhancing your
influence in the
industry

Attracting,
Retaining and
Maintaining a happy
workforce

Media interest
and good
reputation
Access to funding
opportunities

CSR Initiatives

Employee
focused initiative

Society focused
initiative

Market focused
initiative

Result - Driven CSR
= Benefits

Environmentally
focused initiative

Product focused
initiative

Types of Corporate Social Marketing
1. Environmental Sustainability: Areas include recycling, waste
management, water management, using renewable energy sources, utilizing
reusable resources, creating 'greener' supply chains, using digital technology
instead of hard copies,
2. Community Involvement: This can include raising money for local
charities, supporting community volunteerism, sponsoring local events,
employing people from a community, supporting a community's economic
growth, engaging in fair trade practices, etc
3. Ethical Marketing Practices: Companies that ethically market to
consumers are placing a higher value on their customers and respecting them
as people who are ends in themselves. They do not try to manipulate or
falsely advertise to potential consumers. This is important for companies that
want to be viewed as ethical.

119


Relations with Private sector
• What are the good practices?

120


Definition
• Corporate Identity is the "persona" of a corporation which is
designed to accord with and facilitate the attainment of business
objectives. It is usually visibly manifested by way of branding

Theory
• Corporate Identity comes into being when there is a common
ownership of an organizational philosophy that is manifest in a
distinct corporate culture — the corporate personality.
• Corporate Identity helps organizations to answer questions like “who
are we?” and “where are we going?” Corporate identity also allows
consumers to denote their sense of belonging

Application
• In general, this amounts to a corporate title and logo assembled
within a set of guidelines. These guidelines govern how the identity
is applied and confirm approved colour palettes, typefaces, page
layout and other such methods of maintaining visual continuity and
brand recognition

Corporate
Design

Concept

Corporate
Communication

Corporate
Behaviour

Differentiation:
brands need to stand apart,
make an impression and
ultimately, be preferred

Relevance:
brands need to connect with
what people care about. To
build demand they must fulfil
the needs and aspirations of
their audience.

Best
Practices

Coherence:
To assure credibility brands
must be coherent in what
they say and do

Esteem:
Esteem is the reputation the
brand has earned by
executing clearly on both its
promised and delivered
experience

Visual Identity
• Logos are now the visual identifiers of corporations. They became
components of corporate identities by communicating brands and
unifying messages. The evolution of symbols went from a way for a
king to seal a letter, to how businesses establish their credibility and
sell everything from financial services to hamburgers
• herefore, although the specific terms "corporate image" and "brand
identity" didn’t enter business or design vocabulary until the 1940s,
within twenty years they became key elements to business success

Media and Corporate Identity
• As technology and mass media have continued to develop at exponential
rates, the role of the media in business increases as well. The media has a
large effect on the formation of corporate identity by reinforcing a
company's image and reputation. Global television networks and the rise of
business news have caused the public representation of organizations to
critically influence the construction and deconstruction of certain
organizational identities more than ever before.
• Many companies proactively choose to create media attention and use it as
a tool for identity construction and strengthening, and also to reinvent
their images under the pressure of new technology. The media also has the
power to produce and diffuse meanings a corporation holds, therefore
giving stakeholders a negotiation of the organizational identity

“The Internet is becoming the town square for the global village of
tomorrow”
Bill Gates, founder, Microsoft

“Almost overnight, the Internet's gone from a technical wonder to a
business must.”
Bill Schrader, businessman

Benefits of Digital Marketing
Reach

Scope

Immediacy

Interactivity

Targeting

Adaptive

Closed-loop marketing

Techniques
Blogs
Ad Campaigns
Search Engine Marketing (SEM)
Search Engine Optimization (SEO)

Forums
Marketplaces & Directories

VISITORS

Call-to-Action
Affiliate Programs

Email Marketing
Public Relations
Social Media (SMM)
Persuation

LEADS

Offline Protocols

CLIENTS

Client Orientation

Usability
Newsletter
Selling Persuation
Cross selling

Newsletter

Web Analytics

LOYALS

Community Creation
Lock In’s

How to attract visitors?
1. Search Engine Optimization (SEO)
2. Search Engine Marketing (SEM)
3. Ad Campaigns
4. Blogs
5. Marketplaces & Directories
6. Forums
7. Email Marketing
8. Online Public Relations

9. Social Media Marketing

Empower your Organization with

Social Media

When I was a kid, we had 3 channels that
shut down at midnight. We had one
newspaper. Work was over at 5pm. No info
overload. We could remember a tagline.

151

MONOLITHIC
MESSAGES
WORKED WHEN
WE HAD:
Limited product choice
Limited media channels
Longer brand interactions
Higher barriers to entry

(?)

152

THE CONSUMER IS NOW FIRMLY IN CONTROL
Time and attention are HUGE asks now. People are
time-starved and avoid your attention-getters. There’s
only one lever we can pull: TRUST.

We can also leverage consumer publishing,
which is, umm, more trusted than we are.
ORIGINAL VERSION: AGENT WILDFIRE

153

MARKETING OFTEN STUCK IN THE PAST

Those LED billboards that blind you at
night: when advertisers are willing to put
their offer above the safety of your family,
there’s a problem.
154


When airlines put ads on every
seatback or overhead bin so that you
can’t turn away, there’s a problem.
155

OMG, it’s Oprah’s last show! You find the link, click it...but instead you get 30
seconds of something you didn’t want. She looks like she’s happy she denied
you your show, doesn’t she? Marketing need trumps consumer desire.

156

91%
OF PEOPLE GLOBALLY WILL BUY FROM
COMPANIES BASED ON TRUST

77%
PEOPLE WHO REFUSE TO BUY FROM COMPANIES
EDELMAN PR, 2009
THEY DISTRUST

157

GROWING REVENUE IS NOT ABOUT TAGLINES,
LOGOS, INTRUSION OR HANDWAVING. IT’S ABOUT
USING YOUR SOCIALLY POWERED MARKETING
EFFORTS TO GAIN TRUST.

FLICKR.COM/PHOTOS/POWERBOOKTRANCE
158

EMPLOYEE & CUSTOMER
TRAINING

164

FIND WAYS TO INTERNALIZE
CUSTOMER ENGAGEMENT
FISH WHERE THE FISH ARE

FOCUS ON MARKETING
ENERGY, NOT MARKETING
SPEND
201

WHEN CONTENT IS ENGAGING,
IT CAN BE SHARED, TRUSTED
AND CREATE INFLUENCE
RESPECT TIME STARVATION
GIVE YOURSELF TIME
TRUST DRIVES TRANSACTIONS,
REPUTATION DRIVES REVENUE
202

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