This document outlines 10 key elements of social marketing: 1) marketing orientation, 2) using theory and evidence, 3) segmentation, 4) formative research, 5) designing products/services/behaviors, 6) positioning behavior change, 7) realigning incentives, 8) equitable access, 9) communication, and 10) monitoring. It emphasizes understanding target audiences, using research to inform programs, designing offerings to meet audience needs/aspirations, and positioning behaviors as compelling alternatives to drive sustainable behavior change.
Compilation of Social Marketing Evidence of Effectiveness - International Soc...Giuseppe Fattori
The following list of key evidence citations for Social Marketing was compiled with the Support of the International Social Marketing Association (ISMA) and all its affiliated national and regional associations around the world. This list was compiled by asking leading Social Marketing experts from the fields of academia, policy and practice to recommend evidence citations that they have found most persuasive and helpful. Descriptive and qualitative studies of social marketing practice have not been included, but some of the review do comment on the utility of applying social marketing principles and concepts. To keep the review manageable, reviews and meta reviews of individual intervention elements of social marketing, such as communication campaigns, have not been included. A full list of those who contributed to this paper can be found in appendix one
Social marketing: strategies and tools to promote hiv preventionGiuseppe Fattori
The aim of the study is the application of the techniques and tools of social marketing to
improve the awareness about HIV transmission and encourage young students between the age of 18 and30 to access at HIV testing given that 85% of new diagnosis in 2016 may
be attributed to unprotected sex (Italian National Health Service ISS-2016).
The number of young people that take the test is low, making the risk of late presenters much higher; for that reason a survey was addressed to a sample of 200 Alma Mater Studiorum students.
Social Marketing for Health, by Sarah Toy for SustransSustrans
This set of slides is from the The National Social Marketing and Communications for Health Conference: Changing Behaviour, Improving Outcomes 2014, and was delivered by Sarah Toy, Sustrans' Head of Workplace, Education & Community Projects.
Compilation of Social Marketing Evidence of Effectiveness - International Soc...Giuseppe Fattori
The following list of key evidence citations for Social Marketing was compiled with the Support of the International Social Marketing Association (ISMA) and all its affiliated national and regional associations around the world. This list was compiled by asking leading Social Marketing experts from the fields of academia, policy and practice to recommend evidence citations that they have found most persuasive and helpful. Descriptive and qualitative studies of social marketing practice have not been included, but some of the review do comment on the utility of applying social marketing principles and concepts. To keep the review manageable, reviews and meta reviews of individual intervention elements of social marketing, such as communication campaigns, have not been included. A full list of those who contributed to this paper can be found in appendix one
Social marketing: strategies and tools to promote hiv preventionGiuseppe Fattori
The aim of the study is the application of the techniques and tools of social marketing to
improve the awareness about HIV transmission and encourage young students between the age of 18 and30 to access at HIV testing given that 85% of new diagnosis in 2016 may
be attributed to unprotected sex (Italian National Health Service ISS-2016).
The number of young people that take the test is low, making the risk of late presenters much higher; for that reason a survey was addressed to a sample of 200 Alma Mater Studiorum students.
Social Marketing for Health, by Sarah Toy for SustransSustrans
This set of slides is from the The National Social Marketing and Communications for Health Conference: Changing Behaviour, Improving Outcomes 2014, and was delivered by Sarah Toy, Sustrans' Head of Workplace, Education & Community Projects.
Mixing Alcopops and Politics: Social Marketing and Social Change in AustraliaStephen Dann
Mixing Alcopops and Politics: Social Marketing and Social Change in Australia. Presented to the ANU MMIB School Staff Seminar on October 15, 2009 as part of the Social Marketing Benchmark Project
The project made possible by funding from the ANU College of Business and Economics
Definition of Social Marketing, first published in Dann, S “Redefining Social Marketing: Adapting and adopting contemporary commercial marketing thinking into the social marketing discipline”, Journal of Business Research (2009) doi:10.1016/j.jbusres.2009.02.013
Managing in the presence of uncertaintyGlen Alleman
Uncertainty is the source of risk. Uncertainty comes in two types, aleatory and epistemic. It is important to understand both and deal with both in distinct ways, in order to produce a credible risk handling strategy.
Social marketing guide for public health programme managers and practitionersGiuseppe Fattori
L’ European Centre for Disease Prevention and Control (ECDC) con “Social marketing guide for public health programme managers and practitioners” fornisce ai responsabili dei programmi di salute pubblica una sintesi dei principali concetti e approcci del marketing sociale nelle attività di prevenzione delle malattie e promozione della salute
Mixing Alcopops and Politics: Social Marketing and Social Change in AustraliaStephen Dann
Mixing Alcopops and Politics: Social Marketing and Social Change in Australia. Presented to the ANU MMIB School Staff Seminar on October 15, 2009 as part of the Social Marketing Benchmark Project
The project made possible by funding from the ANU College of Business and Economics
Definition of Social Marketing, first published in Dann, S “Redefining Social Marketing: Adapting and adopting contemporary commercial marketing thinking into the social marketing discipline”, Journal of Business Research (2009) doi:10.1016/j.jbusres.2009.02.013
Managing in the presence of uncertaintyGlen Alleman
Uncertainty is the source of risk. Uncertainty comes in two types, aleatory and epistemic. It is important to understand both and deal with both in distinct ways, in order to produce a credible risk handling strategy.
Social marketing guide for public health programme managers and practitionersGiuseppe Fattori
L’ European Centre for Disease Prevention and Control (ECDC) con “Social marketing guide for public health programme managers and practitioners” fornisce ai responsabili dei programmi di salute pubblica una sintesi dei principali concetti e approcci del marketing sociale nelle attività di prevenzione delle malattie e promozione della salute
Talk at the MIT CSAIL HCI Seminar: The Community/Individual Cycle:Extracting Knowledge, Creating Applications and Understanding Motivations in Public Photo Collections
Presentation made at the American Public Health Association Meeting, San Francisco, CA. 30 October 2012.
This presentation includes images from the PSFK 'Future of Health' report; content developed from the mHealth Evidence Workshop convened at the National Institutes of Health [16 October 2011]; and mHealth marketing recommendations from Lefebvre RC. Integrating cell phones and mobile technologies into public health practice: A social marketing perspective. Health Promotion Practice, 2009; 10:490-494.
Where social marketing is headed, from searching for solutions to wicked puzzles, the role of markets in solving public health problems, co-creation of value in behavior change programs, jumping the innovation chasm in adopting evidence-based programs and rethinking the marketing mix.
The mp3 of the talk is available here.
http://bit.ly/1tCG9FQ
Integrating Behavioural Science in Government CommunicationMike Kujawski
This is a deck I created for my presentation at the International Government Communicators Forum (Sharjah, UAE) with a goal of helping government communicators move beyond “awareness building” and into actual behaviour change using a social marketing framework.
by W.Smith. Academy for Educational Development
SOCIAL MARKETING is a process for influencing human behavior on a large scale, using marketing principles for the purpose of societal benefit rather than commercial profit…
Community Engagement of Sexual & Gender Minority PopulationsCHICommunications
This session, tailored for intermediate learners, offers a deep dive into patient and community engagement in health research, specifically focusing on its pivotal role in driving policy change. Learners will emerge equipped with:
🟠 A comprehensive understanding of the benefits of patient and community engagement in health research.
🟠 The ability to articulate the principles of authentic patient and community engagement.
🟠 A clear definition of intersectionality and practical insights into incorporating its principles into their patient and community engagement strategies.
🟠 An appreciation for the pivotal role of advocacy and the development of public- and stakeholder-facing materials in research programs aimed at influencing health policy.
From a talk to the Workshop on Integrated Strategy on Healthy Living and Chronic Diseases, Ottawa, February 2011.
Knowledge exchange is more than just a compilation or warehousing of data or information. To generate new knowledge we must infuse data with new meaning. We do this not in an additive way from single actions and data-bits, but by creating a story about the overall pattern embedded in events and data and then using that story to understand more clearly the events and data that gave rise to it.
How the public sector can better communicate change and technology disruption...Mike Kujawski
This is a talk I delivered at the 2018 FWD50 conference.
I wanted to introduce government attendees to the role social marketing (not to be confused with social media marketing) can play in communicating tech disruption. The official description was as follows:
"Your role as communications and policy professionals in the public sector is growing with the need to improve transparency and accessibility, promote new and expanded digital services, safeguard reputation, and maintain public confidence. This session will explore the current state of global trust in technology and provide participants with possible approaches towards better communicating the value and importance of change and technology disruption, especially if it can lead to improved service delivery. Participants will be introduced to a social marketing / behaviour change framework, which aims to move beyond “awareness building” and into attitude and behaviour change".
Marketing to Expand the Practice of Behaviors Associated with Food Literacycraig lefebvre
A presentation to the US Institute of Medicine's Food Forum workshop on food literacy on 4 September 2015. We need to think about solving for the micro-macro problem when designing programs. This means using diffusion of innovation theory and research to segment and characterize population groups and direct address the innovation chasm in program design in order to have successful programs 'at scale.' New research methods are needed to overcome depth deficits and the say-mean gap. One approach is to learn from positive deviants (or innovators) - people who have already adopted 'food literate' behaviors. These insights then need to be transformed into webs of change that focus on making change observable (estimates are that 90% of of what people learn is through watching others), intervening with social networks, and being sure to connect across the innovation chasm the early adopters with the early majority. One person's experience with eating on $4.20/day (the SNAP challenge) is explored to show how new insights and discovery can be made regarding these behaviors. Social marketing is then used to design and implement programs at scale, and a summary of lessons learned from social marketing research on improving nutrition lays out guide rails for program design. Finally, marketing means expanding from 1P approaches, whether they are Place-based or Promotion ones, and food literacy programs need to make science practice-based - that is, grounded in people's realities, their needs, problems to solve and dreams.
Social marketing (the marketing of social change) has four decades of experience in bringing about systematic and systemic change in the broader society. Marketing’s role as a means for understanding the individual, their needs, world views and barriers to change can be used equally effectively within the organisation (as well as without an organisation). This paper overviews a set of the key models for managing the social change process from the macro-level through to understanding and addressing the individual’s needs for during periods of change.
TEST BANK for Operations Management, 14th Edition by William J. Stevenson, Ve...kevinkariuki227
TEST BANK for Operations Management, 14th Edition by William J. Stevenson, Verified Chapters 1 - 19, Complete Newest Version.pdf
TEST BANK for Operations Management, 14th Edition by William J. Stevenson, Verified Chapters 1 - 19, Complete Newest Version.pdf
Flu Vaccine Alert in Bangalore Karnatakaaddon Scans
As flu season approaches, health officials in Bangalore, Karnataka, are urging residents to get their flu vaccinations. The seasonal flu, while common, can lead to severe health complications, particularly for vulnerable populations such as young children, the elderly, and those with underlying health conditions.
Dr. Vidisha Kumari, a leading epidemiologist in Bangalore, emphasizes the importance of getting vaccinated. "The flu vaccine is our best defense against the influenza virus. It not only protects individuals but also helps prevent the spread of the virus in our communities," he says.
This year, the flu season is expected to coincide with a potential increase in other respiratory illnesses. The Karnataka Health Department has launched an awareness campaign highlighting the significance of flu vaccinations. They have set up multiple vaccination centers across Bangalore, making it convenient for residents to receive their shots.
To encourage widespread vaccination, the government is also collaborating with local schools, workplaces, and community centers to facilitate vaccination drives. Special attention is being given to ensuring that the vaccine is accessible to all, including marginalized communities who may have limited access to healthcare.
Residents are reminded that the flu vaccine is safe and effective. Common side effects are mild and may include soreness at the injection site, mild fever, or muscle aches. These side effects are generally short-lived and far less severe than the flu itself.
Healthcare providers are also stressing the importance of continuing COVID-19 precautions. Wearing masks, practicing good hand hygiene, and maintaining social distancing are still crucial, especially in crowded places.
Protect yourself and your loved ones by getting vaccinated. Together, we can help keep Bangalore healthy and safe this flu season. For more information on vaccination centers and schedules, residents can visit the Karnataka Health Department’s official website or follow their social media pages.
Stay informed, stay safe, and get your flu shot today!
These simplified slides by Dr. Sidra Arshad present an overview of the non-respiratory functions of the respiratory tract.
Learning objectives:
1. Enlist the non-respiratory functions of the respiratory tract
2. Briefly explain how these functions are carried out
3. Discuss the significance of dead space
4. Differentiate between minute ventilation and alveolar ventilation
5. Describe the cough and sneeze reflexes
Study Resources:
1. Chapter 39, Guyton and Hall Textbook of Medical Physiology, 14th edition
2. Chapter 34, Ganong’s Review of Medical Physiology, 26th edition
3. Chapter 17, Human Physiology by Lauralee Sherwood, 9th edition
4. Non-respiratory functions of the lungs https://academic.oup.com/bjaed/article/13/3/98/278874
ARTIFICIAL INTELLIGENCE IN HEALTHCARE.pdfAnujkumaranit
Artificial intelligence (AI) refers to the simulation of human intelligence processes by machines, especially computer systems. It encompasses tasks such as learning, reasoning, problem-solving, perception, and language understanding. AI technologies are revolutionizing various fields, from healthcare to finance, by enabling machines to perform tasks that typically require human intelligence.
Report Back from SGO 2024: What’s the Latest in Cervical Cancer?bkling
Are you curious about what’s new in cervical cancer research or unsure what the findings mean? Join Dr. Emily Ko, a gynecologic oncologist at Penn Medicine, to learn about the latest updates from the Society of Gynecologic Oncology (SGO) 2024 Annual Meeting on Women’s Cancer. Dr. Ko will discuss what the research presented at the conference means for you and answer your questions about the new developments.
NVBDCP.pptx Nation vector borne disease control programSapna Thakur
NVBDCP was launched in 2003-2004 . Vector-Borne Disease: Disease that results from an infection transmitted to humans and other animals by blood-feeding arthropods, such as mosquitoes, ticks, and fleas. Examples of vector-borne diseases include Dengue fever, West Nile Virus, Lyme disease, and malaria.
Couples presenting to the infertility clinic- Do they really have infertility...Sujoy Dasgupta
Dr Sujoy Dasgupta presented the study on "Couples presenting to the infertility clinic- Do they really have infertility? – The unexplored stories of non-consummation" in the 13th Congress of the Asia Pacific Initiative on Reproduction (ASPIRE 2024) at Manila on 24 May, 2024.
New Directions in Targeted Therapeutic Approaches for Older Adults With Mantl...i3 Health
i3 Health is pleased to make the speaker slides from this activity available for use as a non-accredited self-study or teaching resource.
This slide deck presented by Dr. Kami Maddocks, Professor-Clinical in the Division of Hematology and
Associate Division Director for Ambulatory Operations
The Ohio State University Comprehensive Cancer Center, will provide insight into new directions in targeted therapeutic approaches for older adults with mantle cell lymphoma.
STATEMENT OF NEED
Mantle cell lymphoma (MCL) is a rare, aggressive B-cell non-Hodgkin lymphoma (NHL) accounting for 5% to 7% of all lymphomas. Its prognosis ranges from indolent disease that does not require treatment for years to very aggressive disease, which is associated with poor survival (Silkenstedt et al, 2021). Typically, MCL is diagnosed at advanced stage and in older patients who cannot tolerate intensive therapy (NCCN, 2022). Although recent advances have slightly increased remission rates, recurrence and relapse remain very common, leading to a median overall survival between 3 and 6 years (LLS, 2021). Though there are several effective options, progress is still needed towards establishing an accepted frontline approach for MCL (Castellino et al, 2022). Treatment selection and management of MCL are complicated by the heterogeneity of prognosis, advanced age and comorbidities of patients, and lack of an established standard approach for treatment, making it vital that clinicians be familiar with the latest research and advances in this area. In this activity chaired by Michael Wang, MD, Professor in the Department of Lymphoma & Myeloma at MD Anderson Cancer Center, expert faculty will discuss prognostic factors informing treatment, the promising results of recent trials in new therapeutic approaches, and the implications of treatment resistance in therapeutic selection for MCL.
Target Audience
Hematology/oncology fellows, attending faculty, and other health care professionals involved in the treatment of patients with mantle cell lymphoma (MCL).
Learning Objectives
1.) Identify clinical and biological prognostic factors that can guide treatment decision making for older adults with MCL
2.) Evaluate emerging data on targeted therapeutic approaches for treatment-naive and relapsed/refractory MCL and their applicability to older adults
3.) Assess mechanisms of resistance to targeted therapies for MCL and their implications for treatment selection
Title: Sense of Taste
Presenter: Dr. Faiza, Assistant Professor of Physiology
Qualifications:
MBBS (Best Graduate, AIMC Lahore)
FCPS Physiology
ICMT, CHPE, DHPE (STMU)
MPH (GC University, Faisalabad)
MBA (Virtual University of Pakistan)
Learning Objectives:
Describe the structure and function of taste buds.
Describe the relationship between the taste threshold and taste index of common substances.
Explain the chemical basis and signal transduction of taste perception for each type of primary taste sensation.
Recognize different abnormalities of taste perception and their causes.
Key Topics:
Significance of Taste Sensation:
Differentiation between pleasant and harmful food
Influence on behavior
Selection of food based on metabolic needs
Receptors of Taste:
Taste buds on the tongue
Influence of sense of smell, texture of food, and pain stimulation (e.g., by pepper)
Primary and Secondary Taste Sensations:
Primary taste sensations: Sweet, Sour, Salty, Bitter, Umami
Chemical basis and signal transduction mechanisms for each taste
Taste Threshold and Index:
Taste threshold values for Sweet (sucrose), Salty (NaCl), Sour (HCl), and Bitter (Quinine)
Taste index relationship: Inversely proportional to taste threshold
Taste Blindness:
Inability to taste certain substances, particularly thiourea compounds
Example: Phenylthiocarbamide
Structure and Function of Taste Buds:
Composition: Epithelial cells, Sustentacular/Supporting cells, Taste cells, Basal cells
Features: Taste pores, Taste hairs/microvilli, and Taste nerve fibers
Location of Taste Buds:
Found in papillae of the tongue (Fungiform, Circumvallate, Foliate)
Also present on the palate, tonsillar pillars, epiglottis, and proximal esophagus
Mechanism of Taste Stimulation:
Interaction of taste substances with receptors on microvilli
Signal transduction pathways for Umami, Sweet, Bitter, Sour, and Salty tastes
Taste Sensitivity and Adaptation:
Decrease in sensitivity with age
Rapid adaptation of taste sensation
Role of Saliva in Taste:
Dissolution of tastants to reach receptors
Washing away the stimulus
Taste Preferences and Aversions:
Mechanisms behind taste preference and aversion
Influence of receptors and neural pathways
Impact of Sensory Nerve Damage:
Degeneration of taste buds if the sensory nerve fiber is cut
Abnormalities of Taste Detection:
Conditions: Ageusia, Hypogeusia, Dysgeusia (parageusia)
Causes: Nerve damage, neurological disorders, infections, poor oral hygiene, adverse drug effects, deficiencies, aging, tobacco use, altered neurotransmitter levels
Neurotransmitters and Taste Threshold:
Effects of serotonin (5-HT) and norepinephrine (NE) on taste sensitivity
Supertasters:
25% of the population with heightened sensitivity to taste, especially bitterness
Increased number of fungiform papillae
These lecture slides, by Dr Sidra Arshad, offer a quick overview of physiological basis of a normal electrocardiogram.
Learning objectives:
1. Define an electrocardiogram (ECG) and electrocardiography
2. Describe how dipoles generated by the heart produce the waveforms of the ECG
3. Describe the components of a normal electrocardiogram of a typical bipolar leads (limb II)
4. Differentiate between intervals and segments
5. Enlist some common indications for obtaining an ECG
Study Resources:
1. Chapter 11, Guyton and Hall Textbook of Medical Physiology, 14th edition
2. Chapter 9, Human Physiology - From Cells to Systems, Lauralee Sherwood, 9th edition
3. Chapter 29, Ganong’s Review of Medical Physiology, 26th edition
4. Electrocardiogram, StatPearls - https://www.ncbi.nlm.nih.gov/books/NBK549803/
5. ECG in Medical Practice by ABM Abdullah, 4th edition
6. ECG Basics, http://www.nataliescasebook.com/tag/e-c-g-basics
4. SEARCHERS: You want to understand what the reality
is for people who experience a particular problem, find
out what they demand rather than only what can be
supplied, and discover things that work.
5.
6. Definitions
Social Marketing seeks to develop and integrate marketing concepts with
other approaches to influence behaviors that benefit individuals and
communities for the greater social good (AASM, ESMA & iSMA, 2013).
Social Marketing develops and applies marketing concepts and techniques
to create value for individuals and society. This is done through the
integration of research, evidence-based practice and social-behavioral
theory together with the insights from individuals, influencers and
stakeholders. These inputs and perspectives are used to design more
effective, efficient, sustainable and equitable approaches to enhance social
wellbeing. The approach is one that encompasses all of the processes and
outcomes that influence and are associated with change among:
individuals, organizations, social networks and social norms, communities,
businesses, markets, and public policy [Lefebvre, 2013].
7. 1. Marketing Orientation
―Having a focus on
interactions with one’s
customers and then looking
within the organization to
explore how the knowledge
gained from these
interactions can be
integrated with existing
capacities and experience to
build organizational
responses.‖
8. Barriers to a Consumer Orientation
Poorly defined mission/objectives
Lack of identification of key audiences
Political or professional objectives
Organizational culture
Influence of intermediaries
Sense of urgency
10. Where Theory Can Make a
Difference
What problem to
tackle—and how
What the program
objectives should be
Which priority
audiences to choose,
and how to characterize
them
What questions to ask in
formative research
Which approaches may
be the best to use with
specific groups of people
How to best promote
behaviors, messages,
products, and services
11. 3. Segmentation
A shift from a producer’s mentality: ―Let’s
give them what we have!‖
to
―Let’s try it their way!‖ – A marketing
orientation.
An understanding of people’s needs and
desires that drives offerings,
communication and organizational
decisions.
12. The Three Critical Questions
Who are the people
at highest risk?
Who are the people
most open to
change?
Who are the groups
that are critical for
success?
13. Segmentation Variables
Demographics
Occupation
Social status
Geography
Benefits sought
Health information
seeker
Readiness for change
Achievement
oriented
Socially conscious
Current practices
Access to technology
Willingness to pay
14. 4. Research to Inform Program
Development
Understanding –
important things about
the priority group(s)
Insight – what will
make the behavior
compelling and
irresistible to them
Reassurance – did we
come up with great
ideas and executions
15. Formative Methods
Anything that allows you to listen and have a
conversation with the audience
In-depth individual interviews
Natural dyads and triads
Ethnographic (observational) studies
Intercept interviews
Samples of convenience (snowball samples)
Focus groups
Positive deviants
16. ―If you want to understand how a lion hunts,
don’t go to the zoo, go to the jungle.‖
17. ―If you want to catch a fish, first learn to think
like a fish.‖
22. 6. Positioning Behavior Change
What relevant behavior can we
ask people to engage in rather
than the one they are currently
doing or the alternative ones
suggested by other people,
organizations, and social or
cultural norms?
How can we make this
behavior more compelling,
relevant, and potentially
more valuable to people
when they practice it, in
comparison to the
alternatives?
27. Place: The ‘Where’ Question
Where can we locate a
service, distribute a product,
or create opportunities for
members of our priority
group to engage in healthier
behaviors?
28. Attributes of Place
Availability of products
and services
Accessibility to products
and services
Physical environment
that supports or impedes
engaging in behaviors
Place = Distribution of
(competitive) products,
services, behaviors,
ideas, information
31. 10. Program Monitoring
Is the plan implemented as intended?
Is it reaching the audience(s)?
Are the program offerings relevant and
appealing for the audience?
Is it having the desired effects?
Is it having unintended effects?
32.
33. Resources for Social Marketing
Lefebvre, R.C. Social marketing and social change:
Strategies and tools for improving health, well-being
and the environment. San Francisco: Jossey-
Bass, 2013.
http://www.josseybass.com/WileyCDA/WileyTitle/pro
ductCd-0470936843.html
Lefebvre, R.C. Social marketing (Six volume set).
London: Sage Publications, 2013.
http://www.uk.sagepub.com/refbooks/Book239010
International Social Marketing Association.
http://www.i-socialmarketing.org/
Journal of Social Marketing.
http://www.emeraldinsight.com/products/journals/jour
nals.htm?id=JSOCM
Social Marketing Quarterly. http://smq.sagepub.com/
Editor's Notes
10 characteristics of social marketing that can be used in the search for solutions to wicked health and social puzzles.
It doesn't take long to realize that most of the problems we are handed to solve are not ones with easy or straightforward solutions. And, I believe, that pretending that many public health and social problems have straightforward solutions keeps us from being better searchers.Many of us talk about “wicked problems” to distinguish them from older ways of approaching them in which runs can be broken down into their essential components, described and analyzed for the one or two variables that can be the be changed to make a difference. These older approaches to thinking about and solving problems is what often leads to the expert-driven, or top-down, approaches we are familiar with. Recognizing that many problems are in fact “wicked ones," brings with it some humility. In facing a wicked problem we understand that it is difficult or impossible to solve because of incomplete, contradictory, and changing requirements.
Some of the other characteristics of the wicked problems you will face in the future include:Characteristics of Wicked ProblemsWicked problems are difficult to clearly define.They have many interdependencies and are often multi-causal.Attempts to address wicked problems often lead to unforeseen consequences.Wicked problems are often not stable (they are often continually moving targets).They usually have no clear solution (since the problem itself is not definitive or stable).They are socially complex.Wicked problems hardly ever sit conveniently within the responsibility of any one organization.Wicked problems involve changing behavior.Some wicked problems seem intractable and are characterized by chronic policy failure (that is, they continue to present themselves despite many attempts to address them, sometimes over decades).Source: Adapted from Australian Public Service Commission, 2007
Let's start with how social marketing began. Whether it was trying to scale up family-planning programs in India, make the marketing discipline more relevant to social issues that emerged in the late 1960s such as racial unrest and environmental concerns, or attempting to reduce cardiovascular disease risk factors on a population basis, these and other early efforts were led by searchers. People, who I suspect, you have a lot in common with.Bill Easterly refers to us as “searchers.” You want to understand what reality is for people who experience a particular problem, find out what they demand rather than only what can be supplied, and discover things that work. You see that adapting solutions to local conditions is more important than applying global blueprints, and you value people's satisfaction with the offered solution, not how well crafted the plan was and whether it received all the necessary resources. Most of all, you have a bottom-line philosophy that you want to experience results they make you feel your life is being well lived. You have a hunger for doing something creative, amazing - something that will make a difference and perhaps change the world, and for being able to enjoy your work and someday look back and say, “Yes, I did that!” For many of you, I suspect that your search journey has brought to this class. By the end of it, I hope that you will not necessarily find all the answer you're looking for, but will be better searchers for solutions to pressing public health and social problems in communities, nations in the world.
The first definition is the 2013 consensus definition of social marketing as endorsed by the Australian Association of Social Marketing (AASM) the European Social Marketing Association (ESMA), and the International Social Marketing Association (iSMA).The second definition is more descriptive and is from Lefebvre (2013), Social marketing and social change (p. 502-503).
See text, quote from p. 476.Several surveys of businesses that vary in their consumer orientations have found that in addition to achieving the stated objective of delivering more value to customers, a market orientation is positively related to overall business performance, the commitment of employees to the organization, and those employees’ overall attitude and job satisfaction.
Supernovas use to be a theory – until the evidence emerged to validate them. Social marketers rely on many different theories, including ones explaining how individuals learn and change behaviors; how behaviors, product use and services are adopted by large groups of people; how social networks and communities can provide context and shape behavior, and can be altered themselves to support positive changes; how groups of people can be mobilized for social change; and also how political dynamics and marketplaces can be altered to influence behaviors, organizational practices and policies.Then, research evidence for what really works come into play…
Segmentation reinforces and builds on the core tenet of marketing that we should be customer or people focused. Two key benefits of segmenting in order to understand the unique needs of different priority groups are that We can better design messages, products, services, and the behaviors we ask people to engage in that are relevant to their lives. We can better tailor and position our value propositions, behaviors, products, and services in relation to people’s existing beliefs and preferences and the behaviors they currently practice.
1. Who are the people at highest risk? This question is designed to mine the demographic and epidemiological data that are often the only data available to program designers. The answers to this question can then be combined with other data collected during the formative research process in order to identify one or more possible priority groups.2. Who are the people most open to change? As we look at the groups identified in response to the first question, it makes sense from both a theoretical perspective (such as diffusion of innovations or stages of change) and a practical one to focus our initial efforts on those subgroups that are more predisposed or motivated to engage in new behaviors and to stimulate action among others.3. Who are the critical-for-success groups? Social marketers usually rely on other people or groups to implement various parts of a social change program (such as peer influentials, intermediary organizations, and media representatives). At other times, policymakers or senior managers might be key determinants for the long-term sustainability of a social marketing effort. Yet rarely do I see program designers explicitly focus a marketing strategy on these groups, despite their often critical role in accomplishing the goals of the program. Social change agents often take these groups’ interest as expected or assume that these groups will always be available and involved, an optimistic scenario that often turns out to be an illusion.Depending on the behavioral or social change objectives of a program, we may have more than one answer to each of these three questions. What I often find in going through this exercise is that answering question 2 (about who is most open to change) usually fine-tunes the choices made in answering question 1. This 2-step process is the most obvious part of segmentation, but answering question 3 matters too. Indeed, many program developers ignore this last question and only later discover that answering it would have revealed their plan’s critical weakness.
In practice, formative research breaks down into three groupings:Exploratory—in which the crucial element is to understand the priority group. What are the important things we need to learn before planning begins about the people we are to serve?Concept testing—in which insights about options for the target behavior and its associated value or benefits are validated among members of the priority group. What will make the value proposition for the behaviors, products, or services we offer compelling and irresistible?Pretesting—in which program developers look for reassurance that the messages, products, and services they have developed to facilitate and support behavior change are in fact relevant, acceptable, and motivating among members of the priority group. Did we come up with great ideas and tactics that are appealing, fit into their lives, and meet relevant needs, solve problems, or serve their aspirations?
A survey of the field of formative methods reveals literally hundreds of ways in which people have sought to understand members of their priority groups, develop group members’ input into the program development process, seek and receive feedback from group members, and test various approaches to program implementation before full-scale implementation. Among the more useful qualitative methods we have seen used are the ones in this slide. The point here is that not every research project needs to be, or should be, a focus group study.A guiding principle for social marketing research is that it should be designed for us to have a conversation with the people we wish to serve. A second principle is that it should occur in as natural a setting as possible. Finally, formative researchshould focus on empathy, insight, and inspiration—not collecting data.
This statement serves as a rallying call for the many researchers who champion observational methodologies over ones that take place in focus group facilities or in shopping malls. Many corporate marketers and designers have embraced this “go to the jungle” approach, in which they participate with people in their lives, whereas many social marketers continue to learn only from the lions in the zoo, where there is more control (and safety). (p. 189)
Roberts’s point, and one that is echoed by many others involved in consumer research, is that developing insights into how consumers think about the problems and puzzles we have identified leads to more effective behavior change programs and socially beneficial products and services. which questions are posed to participants, but rather from interactive sessions where consumer-collaborators can make an immediate difference in the way we design, produce, and distribute our value propositions in all their various forms. (pp.189-190).
Now would you explain “reduce your salt intake” to someone who eats like this?Ambuyat, a traditional Bruneian traditional meal- http://www.flickr.com/photos/whltravel/7591058246/
Yes, Coca-Cola is a product, but delivering that product to be ‘within an arm’s reach of desire’ involves much more than formulating, bottling and pricing it. In many cases, service provision is at the core of many health and social solutions. But are they designed for efficiency and providers or effectiveness and accessibility for clients?
How do we tap into the motivations people already have for themselves, their families and their community to get better. What are their passions? How do the behaviors we promote help them achieve what they are after – not just what we believe is important for them to have – such as a healthy diet, safe sexual practices or a ‘cleaner environment.’
We must understand not only what people find beneficial about our offerings but also how they view the competitive offerings, whether these are other behaviors they can engage in or other products and services they can use. Then we can see, from these people’s point of view, whether and how our offerings can be more valued than the ones offered by the competition. In terms of planning behavior change programs, the challenge of positioning comes down to answering these questions: What relevant behavior can we ask people to engage in rather than the one they are currently doing or the alternative ones suggested by other people, organizations, and social or cultural norms? How can we make this behavior more compelling, relevant, and potentially more valuable to people when they practice it, in comparison to the other alternatives?In general, a positioning statement might take this form: “We want [our priority group] to see [the desired behavior] as [descriptive phrase] and as more important and valuable to them than [the competitive behavior or point of differentiation].” An example of a positioning statement comes from the VERB™ campaign, which addresses twelve- to thirteen-year-old tweens: “We want tweens to see regular physical activity as something that is cool and fun and better thanjust sitting around and watching TV or playing video games all the time.”What seems like a straightforward exercise, especially given the simplicity of the statement we want to end up with, is often not approached with the level of analysis and thought that it demands. If choosing a priority group is the firstcritical decision in developing a social marketing program, the positioning statement is the second critical one. Positioning, when done well, is the DNA of the marketing plan—it should be expressed in every activity the program planners subsequently develop. It is based on a thorough understanding of the competitive landscape, whether our offerings are behaviors, products, or services. Positioning involves understanding the exact need people are searching to meet, the exact problem they are trying to solve, or the exact aspiration they have for themselves or others (for example, their children, their group or organization, or their constituents).
There are two essential roles for price in the marketing mix.Allocation. How prices are considered and offered (are all customer-driven costs considered or only those incurred by the organization) will be a strong determinant of who adopts behaviors, purchases products, or uses services; how much or how often these people engage with these offerings; and what the total demand for the offerings will be. Unfortunately,trying simply to price our offerings to maximize their reach and market penetration is not always the most appropriate solution.Information. Prices do convey positions related to the quality or intrinsic value of the offering, and at the same time, they affect the social status of the people who engage in the behavior, own the product, or use the service. In other words, the perceived price of a behavior, product, or service (whether we set it directly or inadvertently) makes the offeringmore or less appealing to different segments of the population.
Prices are more than weighing risks and benefits. The homo economicus model, or economic human, is the concept in many economic theories of humans as rationaland narrowly self-interested actors who have the ability to make judgments toward their subjectively defined ends. Using these rational assessments, homo economicus attempts to maximize utility as a consumer and economic profit as a producer. Similar approaches to risks and benefits are seen in psychological models including stages of change and are incorporated into models of social marketing.Recall the behavioral economics literature that has challenged that model in economics, and we have reviewed several psychological and social models for behavior change in this text that do not rely on simple notions of rationality.
Notes:Energy refers to the physical and psychological expenditure of energy – such as in overcoming the status quo bias (see photo)Geographical costs typically involve time/distance – Place decisions almost always have cost implications.Opportunity costs are the benefits not experienced if one had selected to do something else
Place is not a message distribution or channel issue.It is a location where people can engage in the target behavior and/or access the product or service.Image, The Vegetable Dealer from http://www.flickr.com/photos/faltazi/6260508085/sizes/l/in/photostream/
The image of the poster is from a CDC campaign to increase levels of physical activity. The idea was to remove perceived ‘place’ barriers or ‘signals’ for being physically active – see http://www.cdc.gov/media/pressrel/exercise.htm
My the nature of taking a people-centered approach, social marketing programs should be adept at designing messages and communication products that are linguistically and culturally relevant. What we are also learning from research is that we need to make these communications or Promotions ubiquitous in people lives – surrounding them when possible rather than putting all of our energy and resources into just one or two channels – especially relying only on mass media.The most frequent mischaracterization of social marketing is that it is synonymous with large-scale promotion and mass media campaigns. Social marketing is more than mass media communication campaigns, but that is not to say social marketing programs should not employ mass media when that makes strategic sense; mass media simply should not be the default choice. However, it is important to understand that mass media efforts are going to have very littleimpact on solving our social puzzles.
The question isn’t whether they are effective – it’s what is the average effect size they achieve (how much change do they result in)?About 5 percentage points, so that a baseline level of a behavior usually in increased, for example, from 60 to 65%. Campaigns for seat belt use (r = .15), dental care (r =.13) and adult alcohol reduction (r = .11) have had the strongest effects, while youth alcohol and drug campaigns have had the least (r = .01 -.02). Family planning (r = .06)Youth smoking prevention (r = .06)Heart disease reduction (including nutrition and physical activity; r = .05)Sexual risk taking (r = .04)Mammography screening (r = .04)Adult smoking prevention (r = .04)Youth alcohol prevention and cessation (r = .04 - .07)Tobacco prevention (r = .04)Preliminary findings (smaller number of studies)International breast feeding (r = .17)Fruit and vegetable campaigns (r = .08)In-school nutrition programs aimed at 4-5th graders (r = .12)
A critical feature every marketing manager demands, for both private and public sector projects and programs, is as close to real-time monitoring of critical operational variables as feasible. These operational variables are often associated with elements of the marketing mix, though they may also include behavioral indicators, changes in awareness, and levels of user and stakeholder satisfaction.
How can I change the world?How can we make the world a better place?Where do we start?If you often ask yourself questions like these, and keep yourself up at night worrying about the answers, then perhaps you might want to discover how social marketing can help you.Hopefully, this presentation will get you started exploring it in more detail.