This document provides guidance for public health professionals on applying social marketing principles to influence behaviors and improve health outcomes. It outlines the six phases of the social marketing process: 1) describing the problem, 2) conducting market research, 3) creating a marketing strategy, 4) developing a marketing mix, 5) implementing the marketing plan, and 6) evaluating the results and making refinements. The document emphasizes understanding the target audience through market research in order to develop an effective strategy that offers benefits to the audience in exchange for adopting desired behaviors. Program managers are encouraged to ensure resources and processes are in place to support each phase of the social marketing process.
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
Social Marketing Strategies in Health Care: An IntroductionCTSI at UCSF
This document provides an introduction to social marketing. It defines social marketing as using commercial marketing concepts and strategies to influence behaviors related to health or the environment, rather than for profit. The key differences from commercial marketing are that social marketing aims for improved well-being rather than profit. It discusses how social marketing draws from various disciplines like public health, psychology, and design. The document outlines several frameworks for social marketing campaigns, including examining barriers and benefits, the marketing mix of product, price, place, and promotion, and total process planning. It also discusses theories used in social marketing and some critiques, and provides two case studies of successful social marketing campaigns.
This document provides an overview of social and societal marketing. It defines social marketing as applying commercial marketing techniques to promote social goals and influence behaviors that benefit society. The key differences between social and commercial marketing are that social marketing aims to benefit consumers and society rather than the marketer. Societal marketing considers consumers' wants, the company's needs, and long-term societal interests. It emphasizes marketing products and campaigns that support consumer health, environmental sustainability, and local communities. Both social and societal marketing apply the "4 Ps" of marketing - product, price, place, promotion - to achieve behavioral changes or social goals. However, social marketing's primary goal is social gain while societal marketing balances social and profit motives.
An introduction to social marketing, including an overview of the marketing mix in social marketing, and a case study on one of Australia's most influential social marketing campaigns - Freedom from Fear
Social marketing uses techniques from commercial marketing to promote voluntary behavior change for social good. It aims to motivate people to adopt behaviors that benefit their health through programs designed around the "4 Ps" - product, price, place, promotion. The key objectives are to gain an understanding of the target audience and design messages and strategies to overcome cultural and social barriers to behavior change. A successful social marketing campaign will go through steps such as identifying the problem, target groups, objectives, pre-testing messages, selecting appropriate distribution channels, and evaluating impact. Some examples of large-scale social marketing programs include condom promotion in India and bednet distribution to prevent malaria in Tanzania.
This document discusses social marketing and its applications to family welfare and influencing voluntary behavior. Social marketing applies commercial marketing techniques to analyze, plan, execute, and evaluate programs to promote products and services. It ensures consumer consultation to understand needs, likes/dislikes, and satisfaction. The key goals of social marketing for family welfare are to increase outlets for condoms, pills, ORS, etc.; improve quality; and enhance public-private partnerships. Social marketing addresses the marketing mix - product, price, place, promotion, and policy environment. The focus is learning what people want in terms of behavior and services. Examples are provided of how social marketing has increased condom and pill use in India and helped lower fertility rates.
The Synergy of Sustainability and Societal Marketing Liliana Chin Lau
The study of this thesis highlights the direct importance of Sustainable Development in businesses. Sustainability presented here is concerned about the future based on three dimensions: Society, Economy and Environment. For this reason it employs the Societal Marketing Concept instead of the traditionally used Selling Concept as a marketing strategy. Selling products is not the only concern of companies anymore. They need to understand the needs of consumers and of society in order to satisfy them. It also utilizes the Corporate Social Responsibility model as one of the fundamental tools for the company to develop its business. Furthermore, this study exposes the essential meaning of Business Ethics when dealing with Sustainability. It is extremely significant for a company to practice Business Ethics otherwise it will have negative results resulting from its behavior. This thesis not only emphasizes Societal Marketing and Sustainability as two disconnected scopes; it also highlights the synergy between them. Synergy is defined as the sum of two and two equaling to five - Yes, five. This means that synergy is a method of combining different business sectors in a way that delivers unexpected results, innovation, and a competitive advantage that all companies seek. Understanding the essential need of synergy and the application with Sustainability and Societal Marketing this study forges a Sustainability Sweet Spot. This synergy between Sustainability and Societal Marketing works in real companies by achieving new products and management methods, as shown in a case study of Natura Cosmetics, a successful Brazilian Company that a leads its industry.
Social marketing is the adaptation of commercial marketing techniques to promote social good and influence behaviors. It involves understanding target audiences, identifying desired behaviors to influence, and using a variety of tools and marketing strategies to encourage behaviors that benefit individuals and society. Social marketing follows a systematic process of research, planning, design, execution, and evaluation. It has been used successfully in public health campaigns and to address issues like drug abuse and organ donation. A key aspect is understanding things from the target audience's perspective and identifying benefits that outweigh costs or barriers to the desired behavior.
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
Social Marketing Strategies in Health Care: An IntroductionCTSI at UCSF
This document provides an introduction to social marketing. It defines social marketing as using commercial marketing concepts and strategies to influence behaviors related to health or the environment, rather than for profit. The key differences from commercial marketing are that social marketing aims for improved well-being rather than profit. It discusses how social marketing draws from various disciplines like public health, psychology, and design. The document outlines several frameworks for social marketing campaigns, including examining barriers and benefits, the marketing mix of product, price, place, and promotion, and total process planning. It also discusses theories used in social marketing and some critiques, and provides two case studies of successful social marketing campaigns.
This document provides an overview of social and societal marketing. It defines social marketing as applying commercial marketing techniques to promote social goals and influence behaviors that benefit society. The key differences between social and commercial marketing are that social marketing aims to benefit consumers and society rather than the marketer. Societal marketing considers consumers' wants, the company's needs, and long-term societal interests. It emphasizes marketing products and campaigns that support consumer health, environmental sustainability, and local communities. Both social and societal marketing apply the "4 Ps" of marketing - product, price, place, promotion - to achieve behavioral changes or social goals. However, social marketing's primary goal is social gain while societal marketing balances social and profit motives.
An introduction to social marketing, including an overview of the marketing mix in social marketing, and a case study on one of Australia's most influential social marketing campaigns - Freedom from Fear
Social marketing uses techniques from commercial marketing to promote voluntary behavior change for social good. It aims to motivate people to adopt behaviors that benefit their health through programs designed around the "4 Ps" - product, price, place, promotion. The key objectives are to gain an understanding of the target audience and design messages and strategies to overcome cultural and social barriers to behavior change. A successful social marketing campaign will go through steps such as identifying the problem, target groups, objectives, pre-testing messages, selecting appropriate distribution channels, and evaluating impact. Some examples of large-scale social marketing programs include condom promotion in India and bednet distribution to prevent malaria in Tanzania.
This document discusses social marketing and its applications to family welfare and influencing voluntary behavior. Social marketing applies commercial marketing techniques to analyze, plan, execute, and evaluate programs to promote products and services. It ensures consumer consultation to understand needs, likes/dislikes, and satisfaction. The key goals of social marketing for family welfare are to increase outlets for condoms, pills, ORS, etc.; improve quality; and enhance public-private partnerships. Social marketing addresses the marketing mix - product, price, place, promotion, and policy environment. The focus is learning what people want in terms of behavior and services. Examples are provided of how social marketing has increased condom and pill use in India and helped lower fertility rates.
The Synergy of Sustainability and Societal Marketing Liliana Chin Lau
The study of this thesis highlights the direct importance of Sustainable Development in businesses. Sustainability presented here is concerned about the future based on three dimensions: Society, Economy and Environment. For this reason it employs the Societal Marketing Concept instead of the traditionally used Selling Concept as a marketing strategy. Selling products is not the only concern of companies anymore. They need to understand the needs of consumers and of society in order to satisfy them. It also utilizes the Corporate Social Responsibility model as one of the fundamental tools for the company to develop its business. Furthermore, this study exposes the essential meaning of Business Ethics when dealing with Sustainability. It is extremely significant for a company to practice Business Ethics otherwise it will have negative results resulting from its behavior. This thesis not only emphasizes Societal Marketing and Sustainability as two disconnected scopes; it also highlights the synergy between them. Synergy is defined as the sum of two and two equaling to five - Yes, five. This means that synergy is a method of combining different business sectors in a way that delivers unexpected results, innovation, and a competitive advantage that all companies seek. Understanding the essential need of synergy and the application with Sustainability and Societal Marketing this study forges a Sustainability Sweet Spot. This synergy between Sustainability and Societal Marketing works in real companies by achieving new products and management methods, as shown in a case study of Natura Cosmetics, a successful Brazilian Company that a leads its industry.
Social marketing is the adaptation of commercial marketing techniques to promote social good and influence behaviors. It involves understanding target audiences, identifying desired behaviors to influence, and using a variety of tools and marketing strategies to encourage behaviors that benefit individuals and society. Social marketing follows a systematic process of research, planning, design, execution, and evaluation. It has been used successfully in public health campaigns and to address issues like drug abuse and organ donation. A key aspect is understanding things from the target audience's perspective and identifying benefits that outweigh costs or barriers to the desired behavior.
The document provides an overview of social marketing and communications campaigns, including:
1) It defines social marketing as using marketing principles to influence behaviors for social good, similar to commercial marketing but with different goals and targets.
2) It outlines the key elements of developing an effective social communications campaign, including understanding the target audience, developing a clear message and call to action, and using an integrated marketing mix for outreach.
3) It emphasizes the importance of research, testing creative concepts, measuring campaign exposure and impact, and making adjustments based on data.
Social marketing is a marketing technique used by organizations to spread social ideas and messages to improve public well-being. It was first coined in the 1950s and involves using traditional marketing principles like the 4 P's (product, price, place, promotion) to influence behavior. Some examples include government campaigns to promote polio vaccination, consumer awareness campaigns, and corporate programs to promote health and hygiene. The social marketing process involves defining the problem, identifying potential solutions, targeting audiences, developing strategies using the 4 P's, implementing programs, and evaluating results.
This document provides an overview of social marketing. It defines social marketing and identifies its goals as achieving socially desirable behavior changes. The document describes the key features and disciplines of social marketing, including its use of marketing techniques like segmentation to influence behaviors related to health, safety, and social issues. It also outlines the marketing mix (4Ps) approach used in social marketing and provides examples of how social marketing has been applied to promote behaviors like contraceptive use and breast cancer screening. Limitations and challenges of social marketing are also discussed.
This document provides an overview of social marketing. It begins with defining social marketing and its objectives. Social marketing aims to influence the acceptability of social ideas and behaviors by applying commercial marketing principles. It discusses the 4Ps framework of social marketing - product, price, place and promotion. Several theories used in social marketing are explained, including the transtheoretical model, health belief model, theory of planned behavior, social cognitive theory and social norms theory. The document outlines the steps involved in social marketing from identifying the problem and target audience to designing messages, implementation and evaluation. It also compares commercial versus social marketing and discusses how commercial marketing principles are applied in social marketing.
This document provides an overview of social marketing in health. It discusses key principles like the 4 P's of social marketing - product, price, place, and promotion. It also covers message content and design, the role of mass media, disciplines of social marketing like targeting audiences and testing messages. Milestones in India like introducing different contraceptive products are highlighted. The ethics, barriers, and scope of social marketing are summarized. The overall aim is to promote public health by changing behaviors and attitudes through marketing principles.
This document discusses social marketing and its application to breastfeeding campaigns. It provides an overview of social marketing, including its history and key themes such as focusing on consumers. The 4 P's of marketing - product, price, place, and promotion - are examined in the context of designing effective breastfeeding campaigns. Three case studies are summarized that demonstrate the use of the 4 P's: the National WIC Breastfeeding Promotion Plan, the Loving Support Campaign, and the Be A Star Campaign.
Social marketing is defined as using marketing principles and techniques to influence voluntary behavior change for social good. It involves understanding target audiences, developing socially beneficial products and messages, and disseminating these through appropriate distribution channels. The document outlines the evolution of social marketing from commercial marketing, its objectives and principles, applications, and differences from commercial marketing. Recent developments highlighted include its use in health promotion, injury prevention, and community mobilization through approaches like social franchising and tailored messaging to segmented populations.
This document discusses social marketing and outlines its key principles. Social marketing aims to create social change by applying commercial marketing techniques to promote ideas and behaviors that benefit individuals and communities. It is a systematic process involving situational analysis, planning, implementation and evaluation of programs designed to influence voluntary behavior change in target audiences. The goals are to improve personal and public welfare by addressing issues like health, safety and the environment. Social marketing is consumer-oriented and based on the idea that audiences will adopt promoted behaviors if they perceive a benefit from doing so.
This document discusses social marketing. It provides three definitions of social marketing from different sources that emphasize applying marketing principles and techniques to influence voluntary behavior change in a target audience to benefit society. Social marketing focuses on getting a target market to accept, reject, modify, or abandon a behavior. It uses marketing research, segmentation, objectives, positioning, and the marketing mix of product, price, place, and promotion. The primary beneficiary of social marketing is society rather than financial gain. Factors like technology, science, policies, infrastructure, and corporate practices can also influence social issues.
This document provides an overview of social marketing concepts and principles. It defines social marketing as using marketing principles and techniques to influence behaviors that benefit individuals and communities. The key principles discussed include having clear behavioral goals, understanding target audiences through customer orientation and segmentation, using the exchange principle to incentivize behavior change, and applying the "4 Ps" of marketing - product, price, place, and promotion. The document also provides examples and discusses strategies for applying these concepts to design effective social marketing campaigns.
Today, many companies are shifting from a marketing concept to a customer concept. They are creating customized offers, services, and messages for individual customers to build strong loyalty and focus on lifetime customer value to achieve profitable growth. By retaining customers and building relationships over time, companies can increase consumer lifetime value.
This document discusses the 4P's framework for social marketing. It outlines the traditional 4P's of marketing (Product, Price, Place, Promotion) and compares them to the 4P's of social marketing (Purpose, Platform, Participation, Performance). Each of the social marketing P's is then discussed in more detail with examples and considerations for developing a social media strategy. The key aspects covered include defining objectives, selecting appropriate social media platforms, involving diverse employee participation, and establishing relevant performance metrics.
Social Marketing Is The Practice Of Utilizing TheAnkit Saxena
Social marketing is the practice of using commercial marketing techniques to promote social or health programs. It is audience-centered and aims to enhance perceived benefits and reduce costs of behaviors. The key aspects of social marketing are the "4 P's" - product, price, place, and promotion. NGOs are value-based organizations that rely on donations and volunteers. They have formal structures and are non-governmental entities focused on public good. Common types of NGOs include those focused on advocacy, grassroots implementation, acting as "mother NGOs" that provide support to smaller NGOs, and those affiliated with corporations.
This document provides an overview of the evolution and definition of social marketing. It discusses how social marketing has its roots in public education campaigns from ancient times but grew substantially in the 20th century with anti-smoking and HIV/AIDS campaigns. While definitions of social marketing have varied over time, it essentially applies marketing principles and techniques to influence behaviors for social good. The key aspects of social marketing include focusing on changing behaviors, using the marketing mix of product, price, place and promotion, and benefiting society as well as the target audience. The document also distinguishes social marketing from related concepts like social media and clarifies common misunderstandings about social marketing.
Marketing ethics and societal marketing conceptMohit Shukla
Marketing ethics deals with the moral principles behind marketing operations and regulation. Societal marketing refers to satisfying customer needs in a way that enhances consumer and societal well-being while achieving organizational objectives. Research shows that children are heavily targeted by marketers through TV, internet, and digital devices. They influence $30 billion in direct spending annually and $600 billion in family purchases. Unethical marketing practices aimed at children can damage trust in brands and businesses.
Social marketing applies commercial marketing strategies to promote public health behaviors. It uses a wide range of health communication strategies based on mass media, audience segmentation, and tailored messaging. Key trends in social marketing include using digital media, adapting commercial marketing techniques, and messaging across a continuum from prevention to promotion. Social marketing can change health behaviors but the effects are often small. Effective social marketing considers the problem, target audience, desired behavior change, and strategies for change. Challenges include message clutter, complex health topics, and counter-marketing difficulties.
This document provides an overview of social marketing in health. It defines social marketing and compares it to commercial marketing. The document outlines the objectives, process, and key components of social marketing such as research, segmentation, strategies using the marketing mix. It provides examples of social marketing programs in India for family planning and discusses their achievements. The document also discusses ethics, barriers and the future of social marketing.
The document discusses several models for developing social marketing plans, including Kotler and Lee's 10-step model. It involves analyzing the current situation, identifying target audiences, determining desired behaviors, and designing marketing mix strategies. Kotler and Lee use Peru's successful campaign to decrease tuberculosis rates as a case study. The document also covers Donovan and Henley's model for social marketing campaigns or programs, which focuses on educational and ecological assessment to identify factors to change behaviors and environments.
The social marketing is being done to aware the customers about the products and services. Some of corporate or government policies, new tech in market.
Social marketing applies commercial marketing techniques to influence voluntary behavior change for social good. It was formally established in the 1970s and has grown into an established field. The social marketing mix is similar to the commercial marketing 4Ps but differs in that the "product" is usually a behavior rather than tangible item, and the "price" considers social/emotional costs rather than just monetary. Effective social marketing requires understanding the target audience, their values and barriers to the promoted behavior in order to design an accessible and appealing marketing strategy using promotion, place and other techniques.
The document provides an overview of social marketing and communications campaigns, including:
1) It defines social marketing as using marketing principles to influence behaviors for social good, similar to commercial marketing but with different goals and targets.
2) It outlines the key elements of developing an effective social communications campaign, including understanding the target audience, developing a clear message and call to action, and using an integrated marketing mix for outreach.
3) It emphasizes the importance of research, testing creative concepts, measuring campaign exposure and impact, and making adjustments based on data.
Social marketing is a marketing technique used by organizations to spread social ideas and messages to improve public well-being. It was first coined in the 1950s and involves using traditional marketing principles like the 4 P's (product, price, place, promotion) to influence behavior. Some examples include government campaigns to promote polio vaccination, consumer awareness campaigns, and corporate programs to promote health and hygiene. The social marketing process involves defining the problem, identifying potential solutions, targeting audiences, developing strategies using the 4 P's, implementing programs, and evaluating results.
This document provides an overview of social marketing. It defines social marketing and identifies its goals as achieving socially desirable behavior changes. The document describes the key features and disciplines of social marketing, including its use of marketing techniques like segmentation to influence behaviors related to health, safety, and social issues. It also outlines the marketing mix (4Ps) approach used in social marketing and provides examples of how social marketing has been applied to promote behaviors like contraceptive use and breast cancer screening. Limitations and challenges of social marketing are also discussed.
This document provides an overview of social marketing. It begins with defining social marketing and its objectives. Social marketing aims to influence the acceptability of social ideas and behaviors by applying commercial marketing principles. It discusses the 4Ps framework of social marketing - product, price, place and promotion. Several theories used in social marketing are explained, including the transtheoretical model, health belief model, theory of planned behavior, social cognitive theory and social norms theory. The document outlines the steps involved in social marketing from identifying the problem and target audience to designing messages, implementation and evaluation. It also compares commercial versus social marketing and discusses how commercial marketing principles are applied in social marketing.
This document provides an overview of social marketing in health. It discusses key principles like the 4 P's of social marketing - product, price, place, and promotion. It also covers message content and design, the role of mass media, disciplines of social marketing like targeting audiences and testing messages. Milestones in India like introducing different contraceptive products are highlighted. The ethics, barriers, and scope of social marketing are summarized. The overall aim is to promote public health by changing behaviors and attitudes through marketing principles.
This document discusses social marketing and its application to breastfeeding campaigns. It provides an overview of social marketing, including its history and key themes such as focusing on consumers. The 4 P's of marketing - product, price, place, and promotion - are examined in the context of designing effective breastfeeding campaigns. Three case studies are summarized that demonstrate the use of the 4 P's: the National WIC Breastfeeding Promotion Plan, the Loving Support Campaign, and the Be A Star Campaign.
Social marketing is defined as using marketing principles and techniques to influence voluntary behavior change for social good. It involves understanding target audiences, developing socially beneficial products and messages, and disseminating these through appropriate distribution channels. The document outlines the evolution of social marketing from commercial marketing, its objectives and principles, applications, and differences from commercial marketing. Recent developments highlighted include its use in health promotion, injury prevention, and community mobilization through approaches like social franchising and tailored messaging to segmented populations.
This document discusses social marketing and outlines its key principles. Social marketing aims to create social change by applying commercial marketing techniques to promote ideas and behaviors that benefit individuals and communities. It is a systematic process involving situational analysis, planning, implementation and evaluation of programs designed to influence voluntary behavior change in target audiences. The goals are to improve personal and public welfare by addressing issues like health, safety and the environment. Social marketing is consumer-oriented and based on the idea that audiences will adopt promoted behaviors if they perceive a benefit from doing so.
This document discusses social marketing. It provides three definitions of social marketing from different sources that emphasize applying marketing principles and techniques to influence voluntary behavior change in a target audience to benefit society. Social marketing focuses on getting a target market to accept, reject, modify, or abandon a behavior. It uses marketing research, segmentation, objectives, positioning, and the marketing mix of product, price, place, and promotion. The primary beneficiary of social marketing is society rather than financial gain. Factors like technology, science, policies, infrastructure, and corporate practices can also influence social issues.
This document provides an overview of social marketing concepts and principles. It defines social marketing as using marketing principles and techniques to influence behaviors that benefit individuals and communities. The key principles discussed include having clear behavioral goals, understanding target audiences through customer orientation and segmentation, using the exchange principle to incentivize behavior change, and applying the "4 Ps" of marketing - product, price, place, and promotion. The document also provides examples and discusses strategies for applying these concepts to design effective social marketing campaigns.
Today, many companies are shifting from a marketing concept to a customer concept. They are creating customized offers, services, and messages for individual customers to build strong loyalty and focus on lifetime customer value to achieve profitable growth. By retaining customers and building relationships over time, companies can increase consumer lifetime value.
This document discusses the 4P's framework for social marketing. It outlines the traditional 4P's of marketing (Product, Price, Place, Promotion) and compares them to the 4P's of social marketing (Purpose, Platform, Participation, Performance). Each of the social marketing P's is then discussed in more detail with examples and considerations for developing a social media strategy. The key aspects covered include defining objectives, selecting appropriate social media platforms, involving diverse employee participation, and establishing relevant performance metrics.
Social Marketing Is The Practice Of Utilizing TheAnkit Saxena
Social marketing is the practice of using commercial marketing techniques to promote social or health programs. It is audience-centered and aims to enhance perceived benefits and reduce costs of behaviors. The key aspects of social marketing are the "4 P's" - product, price, place, and promotion. NGOs are value-based organizations that rely on donations and volunteers. They have formal structures and are non-governmental entities focused on public good. Common types of NGOs include those focused on advocacy, grassroots implementation, acting as "mother NGOs" that provide support to smaller NGOs, and those affiliated with corporations.
This document provides an overview of the evolution and definition of social marketing. It discusses how social marketing has its roots in public education campaigns from ancient times but grew substantially in the 20th century with anti-smoking and HIV/AIDS campaigns. While definitions of social marketing have varied over time, it essentially applies marketing principles and techniques to influence behaviors for social good. The key aspects of social marketing include focusing on changing behaviors, using the marketing mix of product, price, place and promotion, and benefiting society as well as the target audience. The document also distinguishes social marketing from related concepts like social media and clarifies common misunderstandings about social marketing.
Marketing ethics and societal marketing conceptMohit Shukla
Marketing ethics deals with the moral principles behind marketing operations and regulation. Societal marketing refers to satisfying customer needs in a way that enhances consumer and societal well-being while achieving organizational objectives. Research shows that children are heavily targeted by marketers through TV, internet, and digital devices. They influence $30 billion in direct spending annually and $600 billion in family purchases. Unethical marketing practices aimed at children can damage trust in brands and businesses.
Social marketing applies commercial marketing strategies to promote public health behaviors. It uses a wide range of health communication strategies based on mass media, audience segmentation, and tailored messaging. Key trends in social marketing include using digital media, adapting commercial marketing techniques, and messaging across a continuum from prevention to promotion. Social marketing can change health behaviors but the effects are often small. Effective social marketing considers the problem, target audience, desired behavior change, and strategies for change. Challenges include message clutter, complex health topics, and counter-marketing difficulties.
This document provides an overview of social marketing in health. It defines social marketing and compares it to commercial marketing. The document outlines the objectives, process, and key components of social marketing such as research, segmentation, strategies using the marketing mix. It provides examples of social marketing programs in India for family planning and discusses their achievements. The document also discusses ethics, barriers and the future of social marketing.
The document discusses several models for developing social marketing plans, including Kotler and Lee's 10-step model. It involves analyzing the current situation, identifying target audiences, determining desired behaviors, and designing marketing mix strategies. Kotler and Lee use Peru's successful campaign to decrease tuberculosis rates as a case study. The document also covers Donovan and Henley's model for social marketing campaigns or programs, which focuses on educational and ecological assessment to identify factors to change behaviors and environments.
The social marketing is being done to aware the customers about the products and services. Some of corporate or government policies, new tech in market.
Social marketing applies commercial marketing techniques to influence voluntary behavior change for social good. It was formally established in the 1970s and has grown into an established field. The social marketing mix is similar to the commercial marketing 4Ps but differs in that the "product" is usually a behavior rather than tangible item, and the "price" considers social/emotional costs rather than just monetary. Effective social marketing requires understanding the target audience, their values and barriers to the promoted behavior in order to design an accessible and appealing marketing strategy using promotion, place and other techniques.
The document provides an introduction to a guide on using social marketing for behaviour change. It discusses how social marketing is defined as an approach aimed at changing or maintaining behaviors to benefit individuals and societies. It emphasizes that social marketing focuses on understanding behaviors rather than just increasing awareness or knowledge. The guide aims to give the reader a good understanding of social marketing and how to use it to change behaviors through examples and case studies. It encourages the reader to learn more about social marketing through an online training course.
The document discusses social marketing, including its key components and planning process. Social marketing uses commercial marketing strategies to influence voluntary behavior change for social good. It involves audience orientation, segmentation, understanding behavior and competition, promoting an exchange, and using the marketing mix. The social marketing planning process consists of six phases: problem description, formative research, strategy development, intervention design, evaluation, and implementation.
The Australian Social Marketing SituationStephen Dann
A presentation of the state of play for Australian Social Marketing featuring the new definition, the Preventative Health Task Force, and some key issues for debate in the social change social marketing sector, as part of the Social Marketing Benchmark Project
The project made possible by funding from the ANU College of Business and Economics
The document discusses the definition of social marketing as applying commercial marketing techniques to influence voluntary behavior change. It explains the differences between social marketing and commercial marketing, including that social marketing focuses on benefiting society rather than individual profit. The document also outlines several principles of social marketing, such as being strategic, audience-focused, and addressing barriers to behavior change.
Social marketing presentation november 2016Jim Mintz
This document provides an introduction and overview of social marketing planning for behavior change. It discusses key concepts in social marketing including the benefits of adopting a social marketing approach, challenges, and how meaningful impact takes time. It outlines the key components of a social marketing plan including conducting a situation analysis through environmental scans, SWOT analysis, market segmentation, identifying target audiences and influencers. It also discusses setting objectives using the SMART framework, conducting social marketing research, branding, positioning using the 4 P's of marketing framework covering product, price, place and promotion. The document emphasizes that social marketing requires a strategic long-term approach to effectively change behaviors.
1. Social marketing uses marketing principles and practices to facilitate behavior change for social good. It aims to satisfy consumer needs and strategically reach broad audiences to affect population-wide changes in behaviors.
2. Three common strategies for social marketing programs are authoritative, competitive, and collaborative models. Programs are designed around priority groups, products/services/behaviors, audience benefits, and the marketing mix.
3. Social marketing considers people's wants, needs, and freedom of choice, aiming for aggregated rather than individual behavior change across population segments. It focuses on both individuals and the social contexts that influence behaviors.
Social marketing aims to influence behaviors for the benefit of society by applying commercial marketing techniques. It started in the 1950s to provide more ethical practices aligned with social needs. The objectives of social marketing are to create a positive company image, fulfill social responsibilities, and increase consumer base and market share. Areas of application include environmental protection, education, and developing beneficial new technologies. The benefits are building a better company image, competitive advantage, customer retention, and increased sales.
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
Social marketing uses marketing principles and techniques to influence voluntary behavior change for social good. It focuses on understanding the target audience through in-depth research and constant evaluation. Like commercial marketing, social marketing's primary focus is understanding what people want rather than trying to sell a predetermined product or service. Successful social marketing campaigns are complex and require defining goals, choosing evidence-based strategies, implementing programs, and ongoing evaluation to drive continuous improvement.
This document discusses social marketing and behavior change. It aims to raise awareness among one billion Indian people about important social issues through mass movements and campaigns. Several organizations have come together to create campaigns targeted at youth and urban populations to inform them about their rights and responsibilities. The document then discusses the principles of social marketing, including understanding the target audience, promoting specific actions, offering incentives for behavior change, and considering competition. It provides examples of social marketing objectives and outlines the basic marketing principles, 4 P's of marketing, and 6 phases of developing a social marketing strategy and program.
Chapter 14
Personal Marketing Communications: Word-of-Mouth, Sales, and Direct Marketing
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LEARNING OBJECTIVES
When are personal marketing communications most effective?
What is word-of-mouth marketing and how can it be used by health care marketers?
How does the sales force operate in different health care markets, and what are the major sales-force decisions that must be made?
What are the steps involved in effective personal selling?
How are the latest electronic, interactive direct-marketing tools being used in health care?
LO1. When are personal marketing communications most effective? Best then the productIs expensive, risky, or purchases infrequentlySuggests something about the user’s status or taste
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Key Words: personal communication channels, advocate channels, expert channels, social channels
LO2. What is word-of-mouth marketing and how can it be used by health care marketers? It is the art and science of building active, mutually beneficial consumer-to-consumer and consumer-to-marketer communicationPeople ask others for a personal recommendation for a doctor, hospital, or health insurance agent. If they have confidence in the recommendation, they will normally act on the referral.
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Key Words: word-of-mouth, word-of-mouth marketing, buzz marketing, viral marketing, community marketing, grassroots marketing, evangelist marketing, product seeding, influencer marketing, cause marketing, conversation creation, brand blogging, referral programs, guerilla marketing, cliques, liaison, bridge, opinion leader, marketing mavens, influentials, product enthusiasts,
LO3. How does the sales force operate in different health care markets, and what are the major sales-force decisions that must be made? Direct sales force - Inside sales personnelField sales personnelContractual sales forceRepresent companyRepresent a portfolio of noncompeting companiesDecisions must be made on how to increase productivity of the sales force through better selection, training, supervision, motivation, and compensation.
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Key Words: direct sales force, contractual sales force, deliverer, order taker, missionary, technician, demand creator, solution vendor, prospecting, targeting, communicating, selling, servicing, information gathering, allocating, top management, technical people, customer service representatives office staff, time-and-duty analysis, technical support people, sales assistants, telemarketers, feel-forward, feedback
LO4. What are the steps involved in effective personal selling? Prospecting and qualifyingPre-approachPresentation and demonstrationOvercoming objectionsClosingFollow-up and maintenance
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Key Words: attention, interest, desire, action, FABV, psychological resistance, logical resistance, routinized exchange, negotiated exchange, direct marketing, direct-order marketing, R-F-M formula, product, offer, medium, distribution method, creative strategy, telemarketing, inbound telemarketing, outbound telemarketing, tele ...
Insight And Overview Of Social MarketingStephen Dann
This document provides an overview of social marketing, including its evolving definitions, focus on behavior change, and relationship to commercial marketing. It discusses current issues like where social marketing activities should be focused and the different methods that may be appropriate for different situations. It also offers practical perspectives for governments on using social marketing, noting its limitations and importance of balancing it with potential social and political consequences.
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1. int
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se ocia
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in on s
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Fo our
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4
The Manager’s Guide to
Social Marketing
Using Marketing to Improve
Health Outcomes
from the Social Marketing
National Excellence Collaborative
2. THE MANAGER’S
GUIDE TO SOCIAL
The Manager’s Guide to Social Marketing
MARKETING is one of several social marketing
resources available for public health
professionals from Turning Point, and the
Turning Point Social Marketing National
Excellence Collaborative, funded by The
Robert Wood Johnson Foundation. It is
intended as a stand-alone tool to help
you apply effective social marketing
to your public health programs and
practices. It may be integrated with
other social marketing resources, many
of which are available free of charge.
Visit www.turningpointprogram.org or
check the More Resources For You
section at the end of this publication
for more information.
3. Acknowledgements
The Manager’s Guide to Social Marketing was developed under the auspices of the Turning Point
Social Marketing National Excellence Collaborative, one of five national collaboratives working to
strengthen and transform public health as part of the Turning Point Initiative. Seven states and
two national partners participated in this project: Illinois, Ohio, Maine, Minnesota, New York,
North Carolina, Virginia, the Association of State and Territorial Health Officials, and the Centers
for Disease Control and Prevention.
The Robert Wood Johnson Foundation provided financial support for this endeavor.
We would like to acknowledge the following individuals for their contributions to this work.
Contributing Consultant:
Rebecca Brookes, Director of Social Marketing, Planned Parenthood Federation of America, Inc.
Contributing Members of the Turning Point Social Marketing National Excellence Collaborative:
Deborah Arms, Chief, Division of Prevention, Ohio Department of Health
Debra Burns, Director, Office of Public Health Practice, Minnesota Department of Health
Patti Kimmel, Chief, Division of Health Policy, Illinois Department of Public Health
Mike Newton-Ward, Social Marketing Consultant, North Carolina Division of Public Health
Sylvia Pirani, Director, Office of Local Health Services, New York State Department of Health
Danie Watson, President, The Watson Group Marketing Communications, Minneapolis, Minnesota
About Turning Point
Turning Point began in 1997 as an initiative of The Robert Wood Johnson Foundation. Its mission
is to transform and strengthen the public health system in the United States by making it more
community-based and collaborative.
For more information contact:
Turning Point National Program Office
University of Washington
School of Public Health and Community Medicine
6 Nickerson Street, Suite 300, Seattle, Washington 98109-1618
(206) 616-8410; (206) 616-8466 (fax)
turnpt@u.washington.edu
Or visit our Web site at www.turningpointprogram.org
4. TABLE OF CONTENTS
Social Marketing: A Brief Overview . . . . . . . . . . . . . . . . . . . . . 2
Social Marketing: A Different Lens For Your Work . . . . . . . . . 2
The Six Phases of the Social Marketing Process . . . . . . . . . . 4
From CDCynergy — Social Marketing Edition,
A Primer for Managers and Supervisors
Determining Budgets and Finding Funding Sources . . . . . . 12
From Social Marketing: Improving the Quality of Life
Finding and Working With a Great Advertising or
Public Relations Agency . . . . . . . . . . . . . . . . . . . . . . . . . . . . 26
Developed by: Colleen Stevens, M.S.W., Tobacco Control
Section, Department of Health Services, California
Sample Job Description . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 30
Developed by: North Carolina Division of Public Health
My Model: A Tool to Help You Develop Your Campaign . . . 34
From CDCynergy — Social Marketing Edition
More Resources For You . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 35
5. SOCIAL MARKETING: A BRIEF OVERVIEW
Fasten your seat belt. Eat more fruit.
Pull over to talk on your cell phone.
Don’tlitter. Get a mammogram.
All these actions require individuals or groups to change behavior to
With social
improve the quality of life for themselves, or the community as a
marketing, you
whole. This is what social marketing is all about.
can have some truly
Social marketing is using marketing principles to influence human
improved outcomes.
behavior to improve health or benefit society.
Because it is evidence-
You don’t have to be a marketing expert to integrate social marketing based — based on what
into your public health practice, but it helps to understand some basic works — you have more
marketing principles. Some of the fundamental marketing principles
effective use of resources.
that are critical to the success of social marketing campaigns include:
® Understanding your AUDIENCE, their needs and wants, their
Leah Devlin,
State Health Director
barriers, and their motivations Division of Public Health
® Being clear about what you want your audience to DO; North Carolina Department of
Health and Human Services
changes in knowledge and attitudes are good if, and only if,
they lead to ACTION
® Understanding the concept of EXCHANGE; you must offer your audience
something very appealing in return for changing behavior
® Realizing that COMPETITION always exists; your audience can always choose to
do something else
® Being aware of the “4 P’s of Marketing” (Product, Price, Place, Promotion) and how
they apply to your program
® Understanding the role that policies, rules and laws can play in efforts to affect
social or behavioral change
®3
6. SOCIAL MARKETING: A DIFFERENT LENS FOR YOUR WORK
Social Marketing Begins and Ends with Your Target Audience
The beauty of social
Social marketing provides a framework for understanding your
marketing is that it
target audience’s behavior and where best to intervene for positive
forces planners to design in
behavior change.
the wants and needs of all
players — consumers and Social Marketing Provides an Effective Way to
intermediaries — and then Create Change with a Large or a Small Budget
create feedback loops Successful social marketing campaigns are often equated with
throughout a campaign. big budgets. However, slick TV ads and expensive print materials
are not required to make an impression on your audience. Many
Susan Foerster, Chief
effective, low-budget campaigns have been developed in a variety
Cancer Prevention and
of communities. (Case studies of campaigns done on both large
Nutrition Section
California Department of Health and small budgets are available in Lessons from the Field, a
free resource available online at www.turningpointprogram.org.
A summary of case studies is included in the More Resources for You section of this report.)
Social Marketing Provides a Logical Process for Program Planning and Evaluation
The six phases of the social marketing process described in the following section will guide
you with helpful tips on how you, as a manager, can help your staff achieve success.
Our social marketing campaign was effective and inexpensive
because we used already available research from local youth. With
a budget of $11,000, we were able to implement a successful teen/young
adult tobacco communications campaign in one community by working
with a local community-based organization. We used teen testimonials in
developing paid radio advertisements, bought ads in campus newspapers,
developed posters, used phone cards as incentives, and placed news stories.
Linda Weiner, Director of Communications
American Lung Association of San Francisco and San Mateo Counties
®
4
7. THE SIX PHASES OF THE SOCIAL MARKETING PROCESS
Using a strategic
What follows is a basic guide to the phases in the social marketing
social marketing
process, including questions to ask and items to consider or pay
approach resulted in us
attention to during the process. The six phases described are from
CDCynergy — Social Marketing Edition, a planning tool on CD-ROM developing truly audience-
that contains a wealth of information and resources about social based programs and
marketing (see the More Resources for You section of this guide). materials. Our male sexual
health campaign, done in
For a written overview of the six phases of the social marketing
collaboration with the
process, please see the The Basics of Social Marketing, also
Vermont Department of
available from Turning Point.
Health, is now recognized
Whether you are a program manager or a department supervisor,
by over a third of the young
we hope this process will help you be an engaged, informed, and
men in northern Vermont,
efficient social marketing consumer and practitioner.
and has resulted in
increased visits from
male clients and increased
communication between
young men and their
partners.
Nancy Mosher,
President and CEO
Planned Parenthood of
Northern New England
“The Six Phases of the Social Marketing Process” is reprinted from the computer software program CDCynergy — Social Marketing
Edition (Beta version, 2003), developed by the Turning Point Social Marketing Collaborative, the U.S. Centers for Disease Control and
Prevention, Office of Communication, Atlanta, GA, and the Academy for Educational Development, Washington, D.C.
®5
8. PHASE 1: DESCRIBE THE PROBLEM
At the outset of this process, you and your
Staff members of the Maine Breast and staff will develop a description of the health
Cervical Health Program indicate that the problem to be addressed and a compelling
rationale for the program. These are to be
direct expenses for their social marketing process were
based on a thorough review of the available
less than $1,000. There was a significant amount of
data, the current literature on behavioral
staff time that went into the formative research
theory, and best practices of programs
process... however, the staff time committed to this
addressing similar problems. Through an
effort would have been spent in some form of
analysis of Strengths / Weaknesses /
program planning. This case is an example of how Opportunities / Threats (SWOT), you will
state government can, with minimal cash expenditure, identify the factors that can affect the program
improve the effectiveness of an existing program by being developed. Finally, you will develop a
strategy team — probably comprised of staff,
utilizing a social marketing approach to program
partners, and stakeholders — to help develop
planning and evaluation.
and promote the program.
Maine Breast and Cervical Health Program Case Study
Much of this will feel very familiar to you, but
Social Marketing and Public Health: Lessons from the Field
there may be one or two important differences.
What’s Different How You Can Help
® Confirm that the problem description and
Behavior change will be at the center of your
program. The problem description should rationale fit your department’s current
reflect which behaviors are contributing to the priorities.
® Determine that the data presented are
problem and which proposed behaviors will
be promoted as the solution.
complete and support the problem analysis.
® Ensure that the SWOT (Strengths,
The problem statement should be informed
by theories of behavior, and how change
Weaknesses, Opportunities and Threats)
occurs. This requires that your staff consider
analysis is complete, and identified factors
factors that influence behavior, or behavioral
are defensible.
determinants. Sometimes, these may be
® Review the proposed strategy team for seri-
expressed in terms of benefits and barriers.
ous omissions or political sensitivities.
Factors “upstream” in the causal chain from
® Clarify who else must review and approve
the problem and associated behaviors may be
key elements of this program at various
considered.
points, and help with a plan for expediting
such review and approval.
®
6
9. PHASE 2: CONDUCT THE MARKET RESEARCH
Social marketing depends on a deep understanding of the consumer. In this phase, you will
research what makes your target audience tick, and what makes audience subgroups, or
“segments,” alike and different from one another. This research aims to get inside your
consumer’s head, understanding what he or she wants in exchange for what your program
wants her or him to do, and what he or she struggles with in order to engage in that behavior.
The objective of the research is to determine:
® How to cluster your target audience into useful segments
® Which target audience segments are most ready to change their behavior
® What they want or need most in order to do that
What’s Different How You Can Help
® Confirm the available budget and other
Dividing the audience into segments: Your
research aims to identify which members of needed resources for the program.
® Review the rationale behind the selection
your target audience are more likely to adopt
the desired behavior, and important similarities
of the target audience, desired behavior,
and/or differences among them. These
and behavioral goal.
answers will set up the strategy development.
® Review the intervention mix and the
Identifying competing behaviors: The safer,
respective objectives:
healthier behavior you promote is competing
- Is it clear how each intervention either
with many other choices your target audience
adds value or reduces costs to the target
can make, including the risky behavior they
audience?
may be performing now. To be effective, your
strategy must make your proposed behavior - Is it clear what each intervention is
at least as attractive as the alternatives. intended to do and how it affects the
desired change?
A focus on benefits and barriers: People do
things because they get benefits in return. - Taken together, will the overall mix of
Barriers make it harder for people to act. interventions reach enough of the target
Your research must uncover which benefits audience often enough to have the
the target audience wants more, and which desired impact?
barriers they struggle with most. Your
- Is the overall mix feasible for your
strategy depends on this.
department to develop, launch, and
Distinguishing “doers” from “non-doers”: manage? If not, is it clear how others will
One way to determine which benefits or be involved? Is that kind of involvement
barriers most influence a population’s appropriate and feasible?
behavior is to compare those who do the
behavior (doers) with those who don’t
(non-doers). The key is to look at how they
are different, rather than the same; those fac-
tors will be the key clues to behavior change.
®7
10. PHASE 3: CREATE THE MARKETING STRATEGY
The centerpiece of your social marketing program is articulating what you are setting out to
achieve and how you’ll do it. Based on the research findings, begin by selecting a target audi-
ence segment and the desired behavior to be promoted. Then, specify the benefits the target
audience will receive for doing that behavior. These must be benefits the target audience really
cares about and that your program can actually offer. You may also specify key barriers that the
program will help the target audience overcome in order to perform the desired behavior.
What’s Different How You Can Help
® Most importantly, allocate available resources
Targeting some, not all. Your strategy likely
will focus on the largest audience segments for this critical phase of the process.
® Make sure that timelines and roles and
that are more ready to change. This focus
enables you to tailor what you are offering to
responsibilities seem clear and reasonable.
the defined target audience, which improves
® Confirm that any required review/clearance
efficiency and effectiveness. But it means
and procurement mechanisms are clear and
your program will not be reaching everyone
in place.
equally, an outcome that sometimes presents
® Review the research report to look for the
political difficulties.
following:
Audience profiles. These are rich descriptions
of your target audiences, designed to give - What most distinguishes key audience
planners a textured, research-driven picture segments from one another?
of whom you aim to reach and influence.
- Which target audiences appear most
Exchange, or creating an offering, not a ready to change? And why?
message. Your program must offer the target
- What benefits and barriers do target
audience meaningful benefits in exchange for
audiences ascribe to the desired and
adopting the desired behavior. This offering
competing behaviors?
must be clear, readily available, and appealing
to your audience. - What appear to be attractive exchanges
for the respective audience segments?
Interventions that address key determinants.
® Remember that you are not the target
It is likely that the strategy you review will
contain a mix of interventions. Each one audience.
should clearly address one of the identified
behavioral determinants, with an emphasis
on key benefits and barriers.
Finally, your research may indicate that
existing programs/services need improvement
or replacement because they don’t reach the
right audience or because they fail to meet key
audience needs. This may ruffle feathers, but
keep your health objectives in mind.
®
8
11. PHASE 4: PLAN THE INTERVENTION
This phase involves developing interventions and tactics in four possible areas: new or
improved products or services, staff training, policy change, and communication. These
processes and considerations involve keeping on strategy, ensuring that each intervention
addresses the respective target benefit or barrier, is accessible and appropriate for the target
audience, and is ready to go when it needs to be. You and your staff will develop a plan,
timeline, and budget for each of the proposed interventions, and highlight where key
partners and stakeholders are needed and how to engage them. At the end of this phase,
you should have a comprehensive workplan that describes and ties together all the pieces.
What’s Different How You Can Help
® Review the overall workplan:
Keep focused on the target audience.
The program is for the audience, not the
- Are the respective objectives of each
implementers. If you or your staff become
activity clear, feasible, and on-strategy?
strongly invested in a particular approach,
- Are roles and responsibilities clear
get suspicious. Ask yourselves how you
and feasible?
know this is what the audience wants.
® Do timelines and budgets appear reasonable
Delivery, reach, and outcome objectives.
and fit your departmental schedules?
The intervention components of the overall
® Are necessary review/clearance and
plan must reach enough of your target
audience, and must deliver what they want procurement mechanisms clear and in place?
and need in order to make an evident impact.
® Review rationale and technical content for
Interaction between interventions: You want proposed modifications/improvements:
repeated exposure to your products, services,
- Does each of the proposed activities
and messages. Plan to reinforce and repeat.
support the overall strategy?
It is better to do a few things very well than
- Do they clearly offer the benefits sought
more things insufficiently.
by the target audience?
- Do they lower or remove key barriers?
® Have the activities been pre-tested and
revised based on the findings?
®9
12. PHASE 5: PLAN PROGRAM MONITORING AND EVALUATION
During this phase, you determine what information needs to be collected, how the information
will be gathered, and how the data analysis and reporting will take place. Social marketing is
based on an iterative design model, so monitoring data are used to both ensure the program
is being implemented as planned and to examine whether your strategy and tactics are
suitable or need tweaking. You also will put a proverbial finger in the wind to consider if
environmental factors (such as policies, economic conditions, new programs, structural
change or improvement) have changed in ways that affect your program.
You and your staff also will design a research plan to evaluate the effects or outcomes of the
social marketing program. This will involve examining whether:
® Desired effects were achieved
® Observed effects can be attributed to your program
® The underlying logic of the intervention and its relationship to desired effects are sound
As you know, good program evaluations are highly prized by policy-makers and funders, but
rarely paid for. These evaluations can be modest or extensive, but should be designed to
maximize the available resources. So, at an early point in this process, you will want to
assess not only resource needs but also what you can make available for these purposes.
What’s Different How You Can Help
® Allocate available resources for this critical
Gather data to understand “How we are
doing” so the program can be adjusted and phase of the process.
® Make sure that timelines and roles and
improved. Your target audience’s exposure,
message recall, and opinion are primary
responsibilities seem clear and reasonable.
concerns here.
® Confirm that any required review/clearance
You will assess indicators that reflect the
and procurement mechanisms are clear
behavior change objectives that were set,
and in place.
rather than the ultimate epidemiology or the
® Review the research report to look for
morbidity / mortality objective. For example,
the following:
the evaluation design might examine changes
in audience perceptions of consequences, or - What most distinguishes between key
self-efficacy to performing the desired behavior. audience segments?
- Which target audiences appear most
ready to change? And why?
- What benefits and barriers do target
audiences ascribe to the desired and
competing behaviors?
- What appear to be attractive exchanges
for the respective audience segments?
®
10
13. PHASE 6: IMPLEMENT THE INTERVENTION AND EVALUATION
Finally, after all the planning, you are ready to implement the program and the evaluation.
This phase walks through steps for launching the program; producing materials; procuring
needed services; sequencing, managing, and coordinating the respective interventions;
staying on strategy; fielding the evaluation; capturing and disseminating findings and
lessons learned; and modifying activities as warranted.
Not fully implementing the program plan is one sure way to produce mediocre results, so
you will need to stick to the identified strategy while the interventions have adequate time to
unfold and reach intended target audiences. At the same time, your monitoring plan should
be alerting you to any issues that require urgent attention or modification. Staying on top of
important stakeholder and partner perspectives and concerns is an important function during
this phase.
What’s Different How You Can Help
® Establish an appropriate schedule of project
Monitoring data-driven, mid-course corrections,
as appropriate. You and your staff must feel updates — both technical and financial.
® Help your staff to stick to the strategy.
comfortable making necessary adjustments
to the strategy and tactics if something’s not
This may entail either giving them a buffer
working. You should be brought in to review
from external pressure, or questioning
and approve any proposed changes, and
sudden opportunistic departures from
defend staff as needed.
the strategy or program plan.
® Monitor the perspectives and concerns
of partners and stakeholders.
- Are partners pleased with the program’s
direction and progress?
- Are stakeholders apprised and
supportive of the project and its
accomplishments?
® 11
15. FINDING AND WORKING WITH A GREAT ADVERTISING
OR PUBLIC RELATIONS AGENCY
Developed by: Colleen Stevens, M.S.W., Chief, Media Unit, Tobacco Control Section,
Department of Health Services, California. Reprinted with permission of the author.
Editor’s Note: Although this section was developed for tobacco prevention and control
programs, the points are applicable to other settings and program areas.
Qualities to Look for in an Agency
The very first step toward achieving an effective advertising campaign is to get a good
agency and build a strong partnership with them. The agency that will be most successful
at supporting the comprehensive tobacco prevention movement, or your social marketing
cause, will have all or most of the following qualities:
® An understanding of the strategic and political realities of the issue — For example,
for a tobacco counter-marketing campaign, the agency should understand the
history of tobacco control; who the players are and what they contribute; what is
happening at the local, state, and national level; and what smokers and nonsmokers
believe and think about tobacco use and exposure to secondhand smoke. The
agency also should have the ability to be responsive to, and flexible within, the
changing tobacco environment. If they do not have this knowledge or expertise
when you hire them, you must take responsibility to help them develop it.
® An understanding of their partnership with the state — Advertising and public
relations agency personnel will become an extension of state staff. Their personnel
will have a close connection to media outlets, local events, and local programs’
staff. They must encourage state staff to be bold and daring, even when bold and
daring ads seem less likely to be approved by the more cautious executives who
must approve the campaign. One must make every effort to educate those in
power regarding the need to stay focused on the strategic goals of the campaign.
The agency must have the expertise for strategically countering and outmaneuvering
the tobacco industry tactics designed to influence and addict the public. At the
same time, these agency personnel must realize that they are representatives of
their client, which means they must be cognizant of the bureaucratic realities,
and they must appropriately represent the client’s position with regard to policies
and strategies.
®
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16. ® Superior creative expertise — Finding an advertising/public relations team that can
produce powerful, effective ads and marketing tools that will move the social norm
in the right direction, while maintaining a positive partnership with state program
staff and local programs, can be a challenge. Agencies proposing to lead California’s
tobacco education media campaign have all submitted creative ideas that, taken
alone, make them appear to be outstanding. However, an ongoing campaign
requires more than just one shot of brilliance, so an agency’s history, depth of
client experience, and their subcontractors’ ability to extend the reach of messages
to as wide an audience as possible must all be considered.
® Appropriate size and fiscal history — The size of the agency is important. The
agency should be large enough to staff the contract appropriately and handle the
fiscal responsibilities, yet the agency must be small enough to consider your
contract a high priority account. The agency needs to have sufficient experience,
depth of personnel, and infrastructure to support your contract's size and complexity.
® Leadership and “good chemistry” — It is essential to find out during the
bidding/proposal process just who exactly will be assigned to the account and their
level of commitment and experience. Insist that the people with whom state staff
will be working on a day-to-day basis are the same people who are involved in the
presentations before the contract is awarded. Do not award a contract to a great
group of advertising pitch professionals who will disappear mysteriously when the
less glamorous work begins. Additionally, the agency’s senior account manage-
ment staff must have passion for, and dedication to, the goals of your issue.
It also helps if state and agency personnel have that intangible quality called “good
chemistry,” which makes for clear communication, discussion, and negotiations and
trust — rather than a tiring, tedious, tangled web of distrust and miscommunication.
Good chemistry is enhanced by the state staff’s experience with media and public
relations principles and objectives as well as the agency staff’s experience with
government, public health, and social norm change campaigns. It also helps when the
state staff displays creativity and innovation that will support and challenge the staff of
the advertising agency. Clues to the presence or lack of chemistry are first visible
during the proposal review process. If the state’s proposal evaluators have difficulty
understanding the written proposal, and the oral presentation does not reveal direct
links between agency creative and the state’s needs, it is unlikely that good chemistry
will be present in the day-to-day interactions of agency and state personnel.
It is very important to allow a question-and-answer discussion period at the end of the
oral presentation or sometime during the proposal process, which will give the proposal
evaluators an opportunity to see how state and agency staff will interact and relate.
® 27
17. ® No conflict of interest — The tobacco industry business web is enormous. Your
advertising team cannot serve two masters, so they must be required to disclose
any potential conflict of interest, including agency staff’s business ties and the
agency’s client base. It can be a sacrifice for an agency to take on a tobacco
education media contract because it means refusing business with tobacco
companies and all of their subsidiaries and affiliates; the same is true of
subcontractors and public relations firms.
Selecting the Proposal Review Team
The criteria for selecting the proposal review team are as important as criteria for contractor
selection. Reviewers who understand the advertising business and its jargon and who can
separate substance from glitz are essential. Advertisers and public relations agencies are
experts at glitz and selling their own business, and, unfortunately, in too many proposals, the
gimmicks outweigh the substance. Clearly state in the Request for Proposal that you want the
responding agency’s proposal format to focus on substance, without gimmicks and glitz.
The emphasis should be on the strength of the proposal and the probability that the agency
can deliver on its plan. Also, it is important to have reviewers who can decipher media cost
proposals, which can be quite complex, especially for those not versed in the language of
media. The ideal combination of reviewers is one-third program staff, one-third constituency
members, and one-third advertising/public relations experts.
Working Effectively with the Agency You Hire
After the best agency is selected, their expertise must be heard. They were hired to give
expert advice from their unique professional perspective. Their advice must be combined
with the public health and issue knowledge on the part of program staff. Marrying the power
of advertising and the principles of public health can sometimes be a rocky marriage.
Copywriters and creative directors fall in love with their advertising, and it is necessary at
times to take them back to the foundation strategies and goals of the program and/or the
political realities of the current situation without demotivating them.
Placing and targeting the ads may become a source of conflict between the advertising and
public health experts. Public health groups may want a commercial for every possible target
population, but that will scatter and dilute the messages, not to mention the budget-breaking
cost. Instead, the program must rely on strategically-targeted placement of a few key
messages based on proven strategies. The California program, for instance, normally
runs no more than three general market television spots at any given time, with sufficient
repetition to be memorable, without wearing out the freshness of the messages.
®
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18. Another balancing act is between gaining maximum input from the constituency and target
groups while avoiding becoming bogged down in “creative by committee.” It is essential to
consult with constituents and local programs to make sure the message is on target and on
strategy, so program activities and media will support, supplement, and magnify one another.
Media is a tool to help the local programs get their job done. If media is developed without
their participation, local program staff cannot plan effectively, nor can they integrate the
media into their program plan. At the same time, the decision making for the creative work
must rest with a core group of individuals who can weigh all of the considerations involved
in conducting an effective health advocacy campaign.
While “creative by committee” can be fragmented and scattered, “creative by state
bureaucracy” can be an even worse disaster. Both the state tobacco control program and
its advertising agency must be empowered and challenged to produce bold, brazen, fresh,
and extraordinary advertising that can compete effectively with the flood of advertising
messages of all kinds, including those from pro-tobacco forces that inundate the public.
Lastly, be prepared for criticism. No matter how strategic, attention-getting, and effective
your media campaign is, someone is not going to like it, and John Q. Public is much more
likely to write or email his issue with the campaign than congratulate you on your successes.
Train yourself and your management to stand firmly behind strong strategic ads, and
remember that ads that are “politically correct” and guaranteed to offend no one are
doomed to fail to reduce tobacco use.
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19. SAMPLE JOB DESCRIPTION
From the North Carolina Department of Health and Human Services, Division of Public Health
Editor’s note: Some health departments have developed in-house expertise in social
marketing. This sample position description may be helpful if you are considering hiring
social marketing staff within your department.
Primary Purpose of the Position
The primary purpose of this position is to provide consultation, technical assistance,
professional development/training, and management support in the area of social marketing
for the North Carolina’s Division of Public Health.
Social marketing is the application of commercial marketing strategies and tactics to bring
about beneficial changes in behavior among members of a select, and narrowly defined,
target audience. Social marketing uses mass communication, education, and behavioral
science to tailor behavior change interventions so members of a target audience will more
likely adopt the desired health-related behavior(s). Social marketing is deeply rooted in
methods of consumer research, commercial marketing, formative evaluation, and pre-testing
and behavioral theory.
Social marketing programs are characterized by:
® Their focus on beneficial behavior change
® The absence of profit or gain as a motive of the sponsoring agency
® Their reliance on empirical data for decision making
This position will work across program and administrative units within the Division of Public
Health (DPH) to provide the following services:
® Consultation and technical assistance with the design and development of public
health social marketing interventions and programs
® Technical assistance to DPH staff in the collection, analysis, and use of relevant
social marketing data including, but not limited to, information from health
marketing databases such as PRIZM (Claritas)
®
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20. ® Design, development, and establishment of appropriate administrative and
management systems, procedures, and policies to ensure the highest professional
level of social marketing programming within the Division of Public Health
® Review and evaluation of state-level public health social marketing programs
® Research and development of training and professional development opportunities
in social marketing and health communication for public health personnel
® Consultation and technical assistance to regional health education consultants and
the Office of Healthy Carolinians
® Participation in local and national social marketing activities and programs,
including social marketing training and professional development opportunities
® Resources permitting, technical assistance, and support to local public health
agencies in the design, development, implementation, and evaluation of social
marketing initiatives
This position not only requires a professional level of technical knowledge in social
marketing, health communication, and public health program development, but also
strong administrative and management skills since some of the work will involve capacity
development and institutionalization within the Division of Public Health.
Description of Responsibilities and Duties
® 40% - Consultation and Technical Assistance to DPH
Provide technical assistance and consultation to DPH program and/or administrative
units in social marketing and health communication. This work will require the
employee to work directly with program managers and their staff — specifically
health educators who have been assigned social marketing and/or health commu-
nication responsibilities. In addition, the employee may be called upon to provide
similar technical assistance and consultation to a local public health agency. In this
capacity, the employee will serve as a primary link between state and local public
health efforts to bring about health-related behavior change. This employee will be
a primary source of support and assistance for capacity building in the areas of
social marketing and health communication.
® 20% - Consultation, Technical Assistance and Training to Regional Health
Education Employees
A primary responsibility of this employee will be to coordinate training and
consultation to regional health education employees in the areas of social
marketing and health communication, thus expanding the capacity of the state to
support effective public health interventions at the local level. In some cases, this
® 31
21. employee may be asked to assist with developing social marketing capacity for
local Healthy Carolinians coalitions. In such cases, this employee would work with,
and through, regional health education employees and the Office of Healthy
Carolinians.
® 20% - Coordination and Assessment of Continuing Education and Training in
Social Marketing and Health Communication
Coordinate continuing professional education and training activities in the areas of
social marketing and health communication for both state and local public health
staff. This would include, but not be limited to, managing the “Media Facilitator”
training program that is currently offered annually to state and local health
department employees. The employee will be expected to direct the ongoing
assessment of social marketing and health communication training and perform
needs assessment activities in support of additional training development.
® 10% - Administrative and Management Systems Capacity Development to
Support Social Marketing
This employee will be assigned responsibilities in the area of institutional capacity
development, specifically, providing consultation and support for the development
of management and administrative systems, policies, and/or procedures within
Health Promotion Disease Prevention (HPDP) to ensure a professional level of
quality for public health social marketing programs. In addition, the employee will
be expected to initiate and manage an information dissemination program to
inform public health agencies and their partners about recent developments in the
field of social marketing and health communication.
® 5% - Public Awareness Advisory Committee/North Carolina’s Turning Point
This employee will be expected to participate as a member of the North Carolina
Public Awareness Advisory Committee and (for its duration) the North Carolina
Turning Point Steering Committee.
® 5% - Other Responsibilities
This position will have routine responsibilities within HPDP or other programmatic
units within DPH. These duties may include participation in various section or
branch meetings as assigned by the supervisor. The employee will be required to
develop an annual work plan that will be the basis for his/her work. This plan,
along with regular progress reports, will be provided to the supervisor and
evaluated against appropriate performance measures.
®
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22. Knowledge, Skills, Abilities, and Training and Experience Requirements
The employee must have significant levels of experience, knowledge, skills, and
demonstrated ability in the following areas:
® Public health social marketing
® Health communication
® Health promotion and health education program design and implementation
® Marketing research and data analysis
® North Carolina’s public health system
® Adult education, training, and professional development
® Public health program evaluation
® Developing and sustaining professional, interpersonal relationships
® Presenting ideas and information effectively, including the ability to write
coherently and articulate complex ideas both orally and in writing
® Applying electronic technology to emerging problems in the area of public health
social marketing and health communication
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23. “MY MODEL”: A TOOL TO HELP YOU DEVELOP YOUR CAMPAIGN
Target Audience In order to help this specific target audience:
Behavior Change Do this specific behavior:
Exchange/Benefits We will offer these benefits that the audience wants:
Strategy And lower these barriers, address these “P’s”:
Through these intervention activities and tactics:
Activities and Behavior Program Outcome Resources
Tactics Change Goals Delivery and Objectives Needed
Reach Objectives
Start text here Start text here Start text here Start text here Start text here
“My Model” is reprinted from the computer software program CDCynergy — Social Marketing Edition (Beta version, 2003),
developed by the Turning Point Social Marketing Collaborative, the U.S. Centers for Disease Control and Prevention, Office of
Communication, Atlanta, GA, and the Academy for Educational Development, Washington, D.C.
®
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24. MORE RESOURCES FOR YOU
Books on Social Marketing
Andreasen, A.R. (1995). Marketing Social Change: Changing Behavior to Promote Health,
Social Development, and the Environment. San Francisco: Jossey-Bass Publishers.
Kotler, P., N. Roberto, and N. Lee (2002). Social Marketing: Improving the Quality of Life.
Thousand Oaks, CA: Sage Publications.
Siegel, Michael, M.D., and Doner, Lynne (1998). Marketing Public Health: Strategies to
Promote Social Change. Aspen Publishers, Inc.
Weinrich, Nedra Kline (1999). Hands-On Social Marketing. Thousand Oaks, CA: Sage
Publications.
Other Books and Articles
“Handbook for Excellence in Focus Group Research,” prepared for the U.S. Agency for
International Development, Porter/Novelli and Academy for Educational Development,
Washington, DC. Debus, M. (1988). Order from www.aed.org.
Krueger, R. A. Focus Groups: A Practical Guide for Applied Research (2nd ed.). Thousand
Oaks, CA: Sage Publications.
Prochaska, J. and C. DiClemente (1983). Stages and Processes of Self-Change in Smoking:
Towards an Integrative Model of Change, J Olin Consult Psych 51:390-395.
Rogers, E. M. (1995). Diffusion of Innovations. (4th ed.) New York: Free Press.
Wallack L., K. Woodruff, L. Dorfman, I. Diaz (1999). News for a Change: An Advocate’s Guide
to Working With the Media. Thousand Oaks, CA: Sage Publications.
Examples of Campaigns
Check these Web sites for some examples of public health campaigns:
® The White House Office of National Drug Control Policy’s National Youth Antidrug
Media Campaign: www.mediacampaign.org.
® CDC and other agencies’ Youth Media Campaign to help youth develop exercise
and eating habits that will foster a healthy life: www.VERBnow.com and
www.bam.gov.
® The National Highway Traffic Safety Administration’s Buckle Up America!
Campaign to increase seat belt and safety seat use: www.buckleupamerica.org.
® 35
25. ® CDC’s Choose Your Cover to promote sun protection:
www.cdc.gov/ChooseYourCover/.
® The National Cancer Institute’s 5-a-Day campaign: www.5aday.gov.
® The Robert Wood Johnson Foundation’s Covering Kids to increase enrollment in
children’s health insurance: www.coveringkids.org.
® HRSA’s Insure Kids Now! to increase enrollment in children’s health insurance:
www.insurekidsnow.gov.
® NY Monroe County’s adolescent pregnancy prevention communications program
quot;Not Me, Not Now:quot; www.notmenotnow.org.
® The American Legacy Foundation has several ongoing anti-tobacco campaigns:
www.americanlegacy.org.
Online Resources
® Centers for Disease Control and Prevention is composed of 11 Centers, Institutes,
and Offices dedicated to promoting health and quality of life by preventing and
controlling disease, injury, and disability through scientific inquiry. Specific CDC
Web sites can be accessed through the main CDC Web site at: www.cdc.gov. The
CDCynergy series of CD-ROMS contains case examples, planning models, and a
wealth of reference resources and materials. You can access the various editions
at: www.cdc.gov/communication/cdcynergy_eds.htm.
® The Social Marketing Institute’s goal is to advance the science and practice of
social marketing. The Institute’s site includes many case studies and success
stories: www.social-marketing.org/index.html.
® Tools of Change is a Web site founded on the principles of community-based social
marketing. It offers specific tools, case studies, and a planning guide for helping
people take actions and adopt habits that promote health or environmental issues:
www.toolsofchange.com.
® The Social Marketing in Public Health conference, held annually in June at
Clearwater Beach, Florida, is sponsored in part by the University of South Florida.
The pre-conference gives participants an overview of the social marketing
approach along with basic principles and practices. For information:
www.publichealth.usf.edu/conted.
® Turning Point’s Social Marketing National Excellence Collaborative provides
resources to integrate social marketing into public health practice.
Visit www.turningpointprogram.org to read, order, or download:
The Basics of Social Marketing
This self-guided tutorial outlines the fundamentals of social marketing.
CDCynergy — Social Marketing Edition
This is a comprehensive, CD-ROM based, health planning tool.
®
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26. Social Marketing Resource Guide
This resource includes a PowerPoint presentation for teaching the basics of
social marketing.
Social Marketing and Public Health: Lessons from the Field
This guide offers the following 12 case studies and concrete examples and
rates their strengths and weaknesses.
Case Study 1: Sacramento PMI: Community Members Reducing HIV Risk:
Details the CDC’s large-scale program to promote condom carrying among
youth aged 14 to 18 who are at high risk of contracting HIV and STDs.
Case Study 2: Changing Traditions: Preventing Illness Associated with
Chitterlings: Describes the low-cost, innovative, and culturally-aware
program used by Atlanta health officials to engage the African American
community in reducing food-borne illness.
Case Study 3: Street Vendors and Food Safety: A Community-Building
Example: Shows how an ethnically-diverse community in Oakland brings
food vendors and food safety experts together to craft solutions.
Case Study 4: Florida Cares for Women: A Social Marketing Approach to
Breast Cancer Screening: Explains how social marketing is used to
increase the number of uninsured and underinsured women using low-cost
breast-cancer screening services.
Case Study 5: A Social Marketing Campaign to Promote Low-Fat Milk
Consumption in an Inner-City Latino Community: Recounts how cultural
barriers to low-fat milk consumption are overcome by building support
through the community for healthier choices.
Case Study 6: Project LEAN: A National Social Marketing Campaign:
Relates a large-scale initiative of the Henry J. Kaiser Family Foundation
to promote healthy dietary choices in the settings where people make
those choices.
Case Study 7: Make More than a Living, Make a Difference: Recruitment
and Retention of Long-Term Care Workers in Kenosha County, Wisconsin:
Describes an urban-area program designed to build a more positive image
of long term care workers, stimulate increased applications and hiring, and
enhance retention rates in a critical health industry.
Case Study 8: When Free Isn’t Enough: Maine Breast and Cervical Cancer
Health Program: Provides details of a social marketing program to increase
breast cancer and cervical cancer screenings among low-income women.
The program identified and addressed structural issues about the
enrollment process that were the primary barrier to screening (rather
than lack of knowledge).
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