This document outlines the 10 steps for developing a social marketing plan: 1) Describe background, purpose and focus, 2) Conduct a situation analysis, 3) Select target audiences, 4) Set behavior objectives and goals, 5) Identify audience barriers, benefits and competition, 6) Develop a positioning statement, 7) Develop a marketing mix (4Ps), 8) Develop a monitoring and evaluation plan, 9) Establish budgets and find funding, 10) Complete an implementation plan. Key aspects include selecting audiences before objectives, identifying competition after research, and goals being quantifiable measures versus broader purpose. The plan describes the targeted behavior change and strategies to address barriers and motivate adoption of the behavior.

1. Chapter one
An overview of social marketing
Chapter objectives
• After completing this chapter students will be able
to understand:
• Concepts and definition of social marketing
• Social marketing vs. commercial marketing
• Social marketing mix
• Social marketing environment

2. Concepts and Definition of social marketing
• Social Marketing is a process that involves (a) carefully
selecting which behaviors and segments to target, (b)
identifying the barriers and benefits to these behaviors, (c)
developing and pilot testing strategies to address these barriers
and benefits, and, finally, (d) broad scale implementation of
successful programs. (Doug McKenzie-Mohr, 2011 ).
• Social Marketing is the activity and processes for
understanding, creating, communicating, and delivering a
unique and innovative offering to overcome a societal
problem. —Sharyn Rundle-Thiele, 2011

3. COND…
• Social Marketing is the use of marketing principles and
techniques to promote the adoption of behaviors that improve
the health or well-being of the target audience or of society as
a whole. (Nedra Weinreich, 2011)
• Social Marketing is the application of commercial marketing
principles and tools where the primary goal is the public good.
(Rob Donovan, 2011)

4. COND…
 As indicated in the above definitions social marketing is:
• It is sub discipline of marketing-distinct discipline within the
field of marketing.
• It involves adoption of commercial marketing philosophy and
adaptation of Commercial Marketing Technologies /tools
• It aims for voluntary behavior change
• Social Marketing Programs Influence Behavior
• It Seeks to Benefit Target Consumers and/or the Society as a
Whole

5. Social marketing elements
• The following are social marketing elements which are
borrowed from the field of commercial marketing.
• Audience orientation
• To be competitive in a market environment it demands a
steadfast commitment to understanding consumers, the
people whose behaviour we hope to change.
• Primary target audience: a group of individuals whose
behaviour needs to change to positively impact the problem,
or those who can make policy or environmental changes.
• Secondary audience: A group of individuals who exert
influence on the primary target audience's behaviour.

6. • For example, if social marketers wanted children to
get more physical activity by walking to school each
day, children would be primary audience. They need
to change their behaviour to impact the problem
(lack of physical activity). But, the majority of the
marketers’ program activities may be designed to
intervene with parents who play a significant role in
influencing the behaviour of their children secondary
audience .

7. • Audience segmentation
Social marketers know it is not possible to be
“all things to all people. They should avoid a
‘one size fits all’ approach.

8. • Influencing Behaviour
• Social marketing focuses on behaviour (what people actually do,
a pattern of actions over time; the action or reaction of something
under specific circumstances) .
• Social marketers typically want to influence target
audiences to do one of four things:
• (a) accept a new behaviour (e.g., composting food waste);
• (b) reject a potentially undesirable behaviour (e.g.,
starting smoking),
• (c) modify a current behaviour (e.g., increase physical
activity from three to five days of the week or decrease
the number of fat grams consumed); or
• (d) abandon an old undesirable behaviour (e.g., talking
on a cell phone while driving

9. • Competition
• Social marketing, like commercial marketing, takes
place in a competitive environment. In commercial
marketing, competition refers to products and
companies that try to satisfy similar wants and needs
as the product being promoted.
• current or preferred behavior of the target audience
and the perceived benefits and costs of that behavior
change

10. • Exchange
• For every choice we make, there is an exchange that
occurs: we give one thing up in return for something
else. Marketing is an exchange.

11. Commercial Marketing Vs Social Marketing
commercial marketing social marketing
• the primary aim is
financial gain.
• aims to sell a tangible
product or service
• choose target audiences;
the greatest volume of
profitable sales
• competitors as other
organizations offering
similar goods and
services,
• The primary aim is
individual or societal gain.
• Aim to sell a desired
behavior.
• the greatest amount of
behavior
• current or preferred behavior
of the target audience and
the perceived benefits and
costs of that behavior change

12. • The Marketing mix (4 P’s)
• Product
• The social marketing product might be very
intangible like a belief or behavior and it is a lot
harder to formulate a product concept. The social
product can either represent an idea, a practice or a
concrete object.

13. • Price
• Price doesn’t necessarily to be monetary but can also
be non monetary like time, effort, and change in life
style
• Place
• Place is where and when the target marketing will
perform the desired behavior,

14. • Promotion
• Promotion involves persuasion to influence attitudes
or/and behavior
• To persuade effectively the social marketer should
capture the attention of the target audience

15. • WHAT SOCIAL MARKETING IS NOT
 Don’t confuse social marketing with social
advertising.
 Understand that the term “social marketing” is not the
same as “social networking” or “social media,”
although these are promotional tactics that social
marketers may use.
 Social Marketing is not Legislative Intervention-One
approach adopted by governments to change
behaviour is to pass legislation

16. Social Marketing Applicable Areas
• Social marketing should be used when voluntary
behaviour change is the social marketer’s goal and
he/she desire an audience-focused program.
 There are four major arenas that social marketing
efforts have focused on over the years: health
promotion, injury prevention, environmental
protection, and community mobilization.

17. • Health promotion–tobacco use, teen pregnancy,
HIV/AIDS, cancers,, blood pressure,
• Injury prevention–drinking and driving, seatbelts,
school violence, fires..

18. • Environmental protection– waste reduction,
wildlife habitat protection, forest destruction,
water conservation, air pollution from
automobiles and other sources
• Community mobilization– blood donation,
literacy, and animal adoption.

19. SOCIAL MARKETING ENVIRONMENT
objectives
• What is marketing environment?
• What are the two key marketing environments?
19

20. • The elements of social marketing mix can be
controlled by the social marketer.
• all marketing activities are subject to the
reactions and influences of the environments
in which it is implemented
• environmental forces can only be monitored
and responded to.
• There are two key environments in which
marketing operates – the micro environment
and the macro environment
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21. Conducting situation analysis
• The purpose of the environmental analysis is
to understand and monitor the environmental
factors
to predict the impact of these factors on the
organisation’s performance and make
strategic decisions that will enhance
competitiveness
21

22. Classification
22

23. The Microenvironment: Internal Factors
• It consists of factors related to the
organization sponsoring or managing the
social marketing effort—ones therefore
considered internal.
Resources: How are your levels of funding for
the project? Is there adequate staff time
available? Do you have access to expertise
related to the social issue or target
populations that you can easily tap?
23

24. Service Delivery Capabilities: Does the
organization have distribution channels available
for current products and services or ones you
might develop? Are there any concerns with the
current or potential quality of this service
delivery?
Management Support: Does management
support this project?
Issue Priority: Within the organization, is the
social issue your plan will be addressing a priority
for the organization? Are there other issues you
will be competing with for resources and support,
or is this one high on the list?
24

25. Internal Publics: Within the organization, who is
likely to support this effort? Who might not? Are
there groups or individuals whose buy-in will be
needed in order to be successful?
Current Alliances and Partners: What alliances
and partners does the sponsoring organization
have that could potentially provide additional
resources such as funding, expertise, access to
target populations, endorsements, message
delivery, and/or material dissemination?
Past Performance: How is the organization’s
reputation relative to projects? What successes
and failures are relevant?
25

26. STRENGTHS
• Make a (bulleted) list of major organizational strengths
relative to your plan, based at least in part on an audit of the
above internal factors.
• These points will be ones your plan will want to maximize.
• What you should be aware of is that this list will guide you in
many subsequent decisions such as
 target markets you can best reach and serve,
 products (programs and services) you have the resources and
support to develop
 prices you will (need to) charge, incentives you will be able to
afford to offer,
 existing alliances you might be able to tap for delivery of
products, services, promotional materials, and messages.
26

27. WEAKNESSES
• On the flip side, a similar list is made of factors that
don’t look as positive for your effort
• This bulleted list is also constructed by reviewing
each of the same internal factors, noting ones that
stand out as a potential concern for developing and
implementing a successful plan.
• Most frequently for governmental agencies and non-
profit organizations (the likely sponsors of a social
marketing effort), concerns are in the area of
resource availability and issue priority.
27

28. The Macro environment: External Forces
Cultural Forces: Trends and happenings
related to values, lifestyles, preferences, and
behaviours often influenced by factors such as
advertising, entertainment, media, consumer
goods, fashion, religious movements, health
concerns, environmental concerns
28

29. • Technological Forces:
• The technological environment refers to the
application of science to develop new ways of
doing things.
• Changes in the technological environment can
have a wide ranging impact on social marketing
in terms of both the management of social
marketing
• and the content or focus of social marketing
activities
29

30. Demographic Forces: Trends and changes in
population characteristics, including age,
ethnicity, household composition, occupation,
income, and education
Economic Forces: Trends affecting buying
power, spending, and perceptions of economic
well-being
Natural Forces: Forces of “nature,” including
ones such as famine, fires, drought, hurricanes,
energy supply, water supply, and floods
30

31. Legal Environment
• As is the case for all marketers, there are a
number of legal restrictions that social
marketers must take into consideration in the
creation of any campaign.
• Given the sensitive nature of many of the
topics that fall within the domain of social
marketing, legal restrictions may impede the
effective development and implementation of
communications and distribution strategies
31

32. External Publics: Groups outside the
organization other than current partners and
alliances that could have some impact on your
efforts (good or bad) and/or your target
audience, including new potential partners
32

33. OPPORTUNITIES
• A major purpose for scanning the external
environment is to discover opportunities that
you can take advantage of and build into your
plan.
33

34. THREATS
• On the other hand, some of these forces will
represent potential threats to your project
and will be something your plan will want to
address or prepare for in the event it happens.
34

35.  Competitive Environment
• Although commercial interests are often
intimately involved, competition in social
marketing is very different to competition in
commercial marketing.
• The social marketing product is conceptual
therefore the competition is not as clear cut
as it is in the case of relatively simple tangible
products
35

36. • Since the ultimate aim of social marketing is
behavioural change, the competing product is
also behaviour
• Again while physical products may facilitate
the behaviour that social marketers are trying
to change, the physical product and the
commercial businesses which produce them
are not the competition
36

37. CHAPTER TWO:
SOCIAL MARKETING PLANNING
PROCESS
Chapter objectives
By the end of this chapter students
will be able to:
Identify and discuss the steps in
developing social marketing plan

38. • To set the stage for developing a tactical social
marketing plan In theory, there is a logical
process to follow when developing a marketing
plan—whether for a commercial enterprise,
non profit organization, or public sector agency.
1 Steps in developing a Social marketing plan
• This chapter outlines the 10 distinct and
important steps to developing a strategic social
marketing plan. They are described briefly in
this chapter and provide more detailed
information on each step.

39. • Step 1: Describe the Background, Purpose, and Focus
• Step 2: Conduct a Situation Analysis
• Step 3: Select Target Audiences
• Step 4: Set Behaviour Objectives and Goals
• Step 5: Identify Target Audience Barriers, Benefits,
the Competition, and Influential Others
• Step 6: Develop a Positioning Statement
• Step 7: Develop a Strategic Marketing Mix (4Ps)
• Step 8: Develop a Plan for Monitoring and Evaluation
Step 9: Establish Budgets and Find Funding Sources
• Step 10: Complete an Implementation Plan

40. • Although this outline for the most part mirrors
marketing plans developed by product managers in
for-profit organizations, three aspects of the model
stand out:
• 1. Target audiences are selected before objectives
and goals are established. In social marketing, our
objective is to influence the behaviour of a target
audience.

41. • 2. The competition isn’t identified in the situation
analysis. Because we haven’t yet decided the specific
behaviour that will be encouraged, we wait until Step
4, when we conduct audience research related to the
desired behaviour.
• 3. Goals are the quantifiable measures of the plan
(e.g., number of seniors you want to join a walking
group) versus the broader purpose of the plan. In this
model, the plan’s purpose statement (e.g., increase
physical activity among seniors)

42. • Step 1: Describe the Background, Purpose,
and Focus
• Begin by noting the social issue the project
will be addressing and then summarize
factors that have led to the development of
the plan. What’s the problem? What
happened?

43. • Step 2: Conduct a Situation Analysis
• Now, relative to the purpose and focus of the
plan, conduct a quick audit of factors and
forces in the internal and external
environments that are anticipated to have
some impact on or relevance in subsequent
planning decisions. Often referred to as a
SWOT (strengths, weaknesses, opportunities,
and threats).

44. • Step 3: Select Target Audiences
• In this the third step of the plan. Provide a rich
description of your target audience using
characteristics such as stage of change (readi-
ness to buy), demographics, geographic,
related behaviours, psychographics...

45. • Step 4: Set Behaviour Objectives and Goals
• Social marketing plans always include a
behaviour objective—something we want to
influence the target audience to do. It may be
something we want our target audience to
accept , reject, modify ...

46. • Step 5: Identify Target Audience Barriers,
Benefits, the Competition, and Influential
Others
• At this point you know who you want to
influence and what you want them to do. You
(theoretically) even know how many, or what
percentage, of your target audience you are
hoping to persuade.

47. • Step 6: Develop a Positioning Statement
• In brief, a positioning statement describes how
you want your target audience to see the
behaviour you want them to buy, relative to
competing behaviours. Branding is one strategy
to help secure this desired position. Both the
positioning statement and brand identity are
inspired by your description of your target
audience and its list of competitors, barriers,
and motivators to action.

48. • Step 7: Develop a Strategic Marketing Mix
(4Ps)
• This section of the plan describes your
product, price, place, and promotional
strategies. It is the blend of these elements
that constitutes your marketing mix, Be sure
to develop the marketing mix in the sequence
that follows, beginning with the product and
ending with a promotional strategy.

49. • Product
• Describe core, actual, and augmented product
levels.
• Price
• Mention here any program-related monetary
costs (fees) the target audience will pay and, if
offered, any monetary incentives such as
discount coupons or rebates that you will make
available.

50. Place
• In social marketing, place is primarily where
and when the target audience will perform
the desired behaviour and/or acquire any
campaign-related tangible goods.

51. • Promotion
• In this section, describe persuasive
communication strategies, covering decisions
related to key messages (what you want to
communicate), messengers (any
spokespersons, sponsors, actors, or influential
others you use to deliver messages), and
communication channels (where promotional
messages will appear). Include decisions
regarding slogans and taglines as well.

52. Step 8: Develop a Plan for Monitoring and
Evaluation
• Your evaluation plan outlines what measures
will be used to evaluate the success of your
effort and how and when these
measurements will be taken.

53. Step 9: Establish Budgets and Find Funding
Sources
• On the basis of draft product benefits and
features, price incentives, distribution
channels, proposed promotions, and the
evaluation plan, summarize funding
requirements and compare them with
available and potential funding sources.

54. • Step 10: Complete an Implementation Plan
• The plan is wrapped up with a document that
specifies who will do what, when, and for how
much. It transforms the marketing strategies
into specific actions. Some consider this
section “the real marketing plan,” as it
provides a clear picture of marketing activities
(outputs), responsibilities, time frames, and
budgets.

55. • Thanks…