How Social Marketing can be used to better understand the behavioural goals of partners, staff and citizens

8/7/2019 How Social Marketing can be used to better understand the behavioural goals of partners, staff and citizens

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LGC conference

How Social Marketing canbe used to betterunderstand thebehavioural goals of partners, staff and citizens

Professor Jeff [email protected]


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I believe in

evidence basedpresentations!


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W orking togetherW orking together - - better for lessbetter for less

25th25th --28th May28th MayThe Rose BowlThe Rose Bowl-- Leeds Metropolitan UniversityLeeds Metropolitan University


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WARN

INGThe views expressed in this presentation are purelymy own and those of all right thinking people

everywhere. I may start to rant because Ipassionately believe that Social Marketing can do atremendous amount of good in the world. Thesethought have been put together over many yearsand should only be engaged with by citizens andprofessionals who are prepared to take a criticallook at what they are doing. Those seeking toreplicate these ideas and recommended actions athome do so at their own risk.


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W hich shape and colour best

represents the way youoperate at work ?


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My thesisW e face massive behavioural challengesthat can only be tackled by:

Using insight that to create value for people

&

Systemic delivery through a planned SocialMarketing approach across civic society


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O ur job is to not only applyscience and evidence drivensocial marketing but to alsomarket social marketing to non

marketers


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The discipline of socialmarketing

Scope Develop Implement Evaluate Follow-up


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Sir John Harvey-Jones (1924 - 2008)

The nicest thing about not planning isthat failure comes as a complete surpriserather than being preceded by a periodof worry and depression."


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W hat SM can deliver

Ensure that every is spent where itcan have the most effect

Save you money by reducing andredirecting funding

Provide a clear line of connectionbetween investment and outcome


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W e can t afford the waste of not learning and reinvention


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O pportunities

Growing user , citizen powerand the need for citizen drivensolutions.

Big demand for effective andefficient ways to tacklebehavioural changes.

New technology,methodologies and evidencethat enable more user drivensolutions and customisation.


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The big societal challenges

climatechange

poverty

recyclingalcoholphysicalactivity

theft

obesitypollution

drug usesexual health

smoking

violence

inequality

HIV / A ids


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Put your hands up generation LXyou are the Charmed Generation Typically, people born between1950 and 1970

Highest disposable income

Huge and growing Capital worth

More technologically advanced than people think

Increasingly disability-free and healthy life expectancy

Buy over half of luxury goods

W omen spend 20% more on clothes than youngercounterparts

You want it how you want it

Strategic Social Marketing LtdStrategic Social Marketing Ltd


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Citizens want to be listened to and engaged


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Gene r llyGene r llytr st ed t t e lltr st ed t t e ll

t e tr t ?t e tr t ?

YO U


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Responsive pubic services?MO RI survey in 2005 following words best described public service,

Highest ranked words r:BureaucraticInfuriating

FacelessHardworkingUnresponsiveUnaccountable.

The lowest ranked words :Friendly,EfficientHonest

O pen.


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O ver 1,000 unique usersvisite the webpage (out of around 3,000 employees).

7% more customers arehappy

4% rise in the numberwho think the council ishelpful.

W hat made it work was that it wasdriven by the audience and centred onthem interacting with the activities setup


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How it feels the fatal conceit

The State andExperts know

best

They don tThey don tThey don t


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Jeff,W

elcome to YourA

mazon.com(If you're not Jeff French, click here .)


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It s not about telling and selling.

It s about bringinga relationshipmind set to

everything we do

Jim Stengel Global Marketing Chief Proctor & Gambel


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W hy demography is not enough

d emographic

male

born 1948British

2 nd marriage

affluentwell known

family


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W hat causes bingedrinking ? You only haveto look at the price list (Bar manager)

Binge drinkers consider it their right, It s a release

for the working class to forget their lives

(Youth worker)

S upply S ide logic

S ocio political logic

Insight is the key


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Its very important to get drunk. I m spending money and I want to get drunk, and if I don t its just a waste of money!

Q uoted in A lcohol Harm Reduction Strategy for England

Cabinet O ffice 2004

P ersonal contextual logic

Insight is the key



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The new driver: Citizen Perceived Value

The challenge for great communication

The legitimacy and

necessity of actionon:

Knowledge A ttitude Beliefs


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V aluing different sources of learning

criminology

marketing

AND MANY MORE


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If you can get themasking the wrongquestion the answers

don t matterThomas P ynchon


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the futility of isolatedinitiatives .

W rong question:How about a newinitiative?


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W rong question:How do we tell people what to do?



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Postpone 1st sexual activity Dont idle the car

Dont smoke in public places Eat 5-a-day fruit & veg

Dont binge drink Dont vandalise Go to screening serviceRecycleCut back on fatty foods Dont falsely claim benefits

Dont drug driveConserve energy Register to vote

Dont drink & drive Get immunised Dont graffiti

Dont smoke while pregnant Cut-down on red meat Vote

Exercise Use public transport Dont steal Cut down on calories

Drink sensibly Dont speed in carsDont carry knivesDont bully & threaten othersComplete tax forms Reuse bags

Use smoking cessation service Volunteer Dont litter Use a condom Limit water useGo for a check-up

Dont smoke Use helpline Dont start fires Safer sex

Dont drive using mobile phone Avoid sugary foods & drinksReport crimeCut back on waste Check on neighbour


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Sometimes creative insight drivencommunication does work by itself


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The R ight Q uestionH ow can I create systems,environments, productsand services that will helppeople change andcommunicate this is a waythat they will understand

and respond to?


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de-CIDES behaviour framework(Improvinglives together. P rof Jeff French CliveBlair- Stevens H arnessingthebestbehaviouralinterventionand socialmarketingapproaches) W estminsterCityCouncil.2010)

5 primary intervention domains

Inform

EducateSupport

Design

Control

Design

Inform

Educate

Support

Control


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(1.3.10) 37,500 new members

175 Lives saved each year

1600 cases of hypertensiondiscovered

Improved social cohesion

70 per cent participants fromminority ethnic communities

Be A ctive , Birmingham City

Council & PCT

Inform

Educate

Support

Design

Control


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Inform

EducateSupport

Design

ontrol


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Th e 5 influencing domains

Inform

Educate

Support

Design

Control

Communicate Remind T rigger

Teac h Engage Inspire Build skills

Service c h ange ProvideAssist

Alter environment Engineer System c h ange

Penalty Legislate Monitor Police

Make aware

Incentive

de-CIDES behaviour framework

A ll forms of intervention

needcommunications

support


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The rational exchange (Is most often internal)

Psychological cost Psychological benefitSocial cost Social benefitFinancial cost Financial benefitPhysical cost Physical benefitTime cost Time benefit

Incentives to reduce or increaseIncentives to reduce or increase

v


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H owever ......We know we are

seldom fully rationalein t h e economic and

scientific sense


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Th e C h allenge of Be h avioural Economics

Homer v Spock

Mid brain v Prefrontal Cortex


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Mindless choosing


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Nudges are not enoughW e also need :

Policy and political science Communications Biological science Environmental management A dvertising New media Management science Community Development Health promotion Health Education Design Etc:

The key is using social marketing to add valueto these other fields of understanding andaction.


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IncentiveReward

DisincentivePunish

The value/cost exchange matrix

N udge

Hug

S ve

Smack Financial rewardfor not smoking

eg:

Penalty fine forlittering

eg:

Savings default

scheme

eg:Road bump to

reduce car speed

eg:

A ctive DecisionConscious / Considered

A utomatic / Unconscious

Passive Decision

Th l / h i 2010


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IncentiveReward

DisincentivePunishment

A ctiveConscious Decision

PassiveUnconscious Decision

E.G.: Financialreward for not

smoking

The value/cost exchange matrix 2010

E.G.: Road bump

to deduce carspeed

E.G.:Penalty fine for

littering

E.G. :

Savings defaultscheme

Nudge

Hug

Shove

Smack

A ll forms of

interventionneed

communicationssupport


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Ican see that look!


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O K O K, howdo we embedSocialMarketingacross ourwork?


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The courage to Speak truth to power(Professor Peter Hennessy of Q ueen Mary College London

The courage of power to acceptthe truth, and insist on:

1. Clear A ims and behavioural goals

2. Evidence and data driven interventions.

3. Connections with organisational strategy

4. Clear evaluation metrics + V FM and R O SMI


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Social Marketing Strategic Planning

Function Function

Evidence Insig h t & Planning and Analysisrecommendations

Org Goals & Resources

Implementation

Social Marketing plans

Evaluation


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From hand made to mass production


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More plug and play interventions

Protocols

Insight packs

Standards

Evaluation tools

A udit


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Now a bit Italian(Creative Flair, Passion and Style)

More Germ an(Technocratic & Systematic)

and


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More British(Thought leaders and Pragmatists)


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W hen it gets tough, remember:

Social marketing is a philosophyas well as process. It is a deeply

respectful, democratic andempowering way to work.

Be a reflective practitioner(W orry, learn and share)


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Dates for

your diary11 th - 12 thA pril 2011


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Professor Jeff FrenchPhD, MB A , MSc, Dip HE, BA , Cert.Ed

Strategic Social Marketing LtdStrategic Social Marketing LtdRegistered Company No : 6963216

www.strategic-social-marketing.orgA ttabara, Conford , Hants, GU307 Q W

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How Social Marketing can be used to better understand the behavioural goals of partners, staff and citizens