Why Let the Devil Have the Best Tunes Let’s Use Social ...health behavior. Dictionary of Public...
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Why Let the Devil Have the Best Tunes Let’s Use Social Marketing Jim Grizzell, MBA, MA, CHES, ACSM-HFS, FACHA Faculty - Cal Poly Pomona, George Washington University; Staff Emeritus - Cal Poly Pomona Policies Health Communication, Ecological / Environmental Approach Activities no feedback Health Systems Activities w/ Health Education Specialty Care Community & Neighborhood Collaboration Primary Care
Why Let the Devil Have the Best Tunes Let’s Use Social ...health behavior. Dictionary of Public Health Promotion and Education: terms and concepts by Naomi Modeste, DrPH, Chair,
Why Let the Devil Have the Best TunesLet’s Use Social Marketing
Jim Grizzell, MBA, MA, CHES, ACSM-HFS, FACHAFaculty - Cal Poly Pomona, George Washington University; Staff Emeritus - Cal Poly Pomona
Policies
Health Communication,Ecological / Environmental Approach
Activities no feedbackHealth Systems
Activities w/ Health Education
SpecialtyCare
Community &Neighborhood Collaboration
Primary Care
Social Marketing in Health Promotion
Agenda Social Marketing Definitions Benefits of Social Marketing Where it Fits in Health Promotion What Social Marketing is NOT What Social Marketing is About First Things First The Approach: Framework, Model Concepts: Competition and Exchange 4 Ps: the Marketing Mix
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Throughout the slide notes I’ve inserted the UK’s National Social Marketing Centre’s National Social Marketing Benchmark Standards. This is the text on the second page of the standards. www.nsmcentre.org.uk www.nsmcentre.org.uk/images/CoreFiles/NSMC_Social_Marketing_BENCHMARK_CRITERIA_Sept2007.pdf The benchmark criteria are essentially those elements to look for in an intervention to determine whether it is consistent with social marketing. They have been developed to help strengthen the use of effective social marketing approaches. They were developed following a two year independent review in 2006 which examined social marketing methods and approaches. The review identified that there was an increasing tendency for work to describe itself as social marketing without necessarily reflecting social marketing core concepts and principles. The eight point benchmark criteria built on the review findings and also Alan Andreasen’s previous six point benchmark from 2001. The benchmarks are designed to support the following: • to increase understanding of core social marketing concepts and principles • to increase consistency of approach and thereby their potential impact and effectiveness • to maintain maximum flexibility and creativity, to craft and develop interventions to different needs • to assist more systematic capture and sharing of transferable learning between interventions • to assist effective review and evaluation of different types of intervention It is important that the benchmarks are not confused with a process of how to do social marketing. There are other models such as the ‘total process planning’ approach which places a strong emphasis on the front-end ‘Scoping’ stage. Instead the benchmarks are essentially the key elements that should be in place if an intervention is to accurately describe itself as social marketing. The benchmarks have been framed in such a way as to ensure that they do not restrict the ability of practitioners to develop creative, imaginative and flexible solutions to the different types of behavioural challenges they face. However the criteria provide a robust framework to assist those planning and developing interventions to ensure they are consistent with best evidence-based principle and practice in the social marketing field. Finally it is important to note the reason why other factors, which are critical to any successful intervention have not been included. Obvious examples would include: strategic planning, partnership and stakeholder engagement, review and evaluation, (to name a few). These are clearly all important in there own right, and key to successful interventions. The reason they are not part of the benchmarks is that they are not unique to social marketing. Their presence (or absence) does not indicate if something is social marketing or not. The eight criteria included in the benchmark are however, the things that have to be present in order to be described as consistent with social marketing.
Social Marketing in Health Promotion
Social Marketing DefinedThe application of marketing technologies where the bottom line is behavior change.
Marketing Social Change by Alan Andreasen, PhD, Professor of Marketing, McDonough School of Business, Georgetown University; Executive Director, Social Marketing Institute
A process for influencing human behavior on a large scale, using marketing principles for the purpose of societal benefit rather than commercial profit.
William Smith, EdD, Executive Vice President, Academy for Educational Development
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Social marketing is basically applying commercial marketing principles to health and human service programs. Bottom Line: behavior change for societal benefit--not profit. Everything you do should be in the service of behavior change. From the UK’s National SM Benchmark Standards Different ways that the National Benchmark Criteria can be used Commissioners: Can use them to incorporate into tender briefs and send them to people wanting to bid for specific work, with a request that all proposals or bids should clearly indicate how the work proposed will ensure it incorporates, and is consistent with, each of the criteria. They can then be used in preparing tender interview panel questions, to test out the extent to which those making bid presentations have understood and genuinely incorporated them into their proposals. Agencies, consultants & other contractors: Can use the benchmark as a guide to presenting bids or proposals to funders, to clearly show how their proposal or bid will be consistent with social marketing principles and practice. Intervention planners and developers: Can use these as a robust guide to ensure what they do is consistent with core criteria. As core criteria they have been specifically framed to allow maximum flexibility for adaptive and creative solutions. However while they are not a ‘how to’ process they provide a steer to ensure that, as work is developed, it can be checked to ensure it is consistent with the core components of social marketing. Evaluators & researchers: Can use them when reviewing the impact of interventions, to reinforce the focus on determining if specific behavioural impacts have been achieved or not. They can also be used by those seeking to compare and contrast learning from different interventions and programmes and to help identify aspects of transferable learning. Trainers: Can use them to highlight key features of social marketing and provide a framework from which to examine and explore key concepts and principles.
Social Marketing in Health Promotion
Social Marketing DefinedThe consumer-driven application of marketing principles and techniques to program development, implementation, and evaluation in an effort to promote change or modification in health behavior.
Dictionary of Public Health Promotion and Education: terms and concepts by Naomi Modeste, DrPH, Chair, Department of Health Education, School of Public Health, Loma Linda University, and Teri Tamayose, MBA, MPH
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Social marketing is basically applying commercial marketing principles to health and human service programs. Bottom Line: behavior change for societal benefit - - not profit. Everything you do should be in the service of behavior change.
Social Marketing in Health Promotion
Social Marketing DefinedSocial marketing is concerned with the application of marketing knowledge, concepts and techniques to enhance social as well as economic ends.
Social Marketing: Why Should the Devil have All the Best Tunes? by Gerard Hastings PhD, Director, Institute for Social Marketing
www.ism.stir.ac.uk/index.htm
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Social marketers are interested in human behaviour. They seek to understand why we live our lives as we do, sometimes healthily as when we eat a good diet or take regular exercise, and at other times unhealthily as when we smoke or binge drink. Given that more than fifty percent of premature deaths are attributable to such individual lifestyle decisions, there is enormous potential for any discipline that can progress thinking in this area. Social marketing brings a unique perspective to the issue. Marketing is typically concerned with behaviour in the limited area of consumption and the market place. However, from the discipline's beginnings, marketers have argued that their behaviour change thinking can also be applied to other contexts; as Wiebe famously argued, you can sell brotherhood like soap. So, just as Big Tobacco can use marketing to encourage smoking, so 'social marketing' can do the reverse. The same principles - of understanding the consumer, strategic thinking and building satisfying relationships based on emotional as well as rational benefits - can be brought to bear. Social marketing also recognises that, although commerce brings many benefits, it can also cause harm to both the individual and society. Tobacco, which kills half its long term users, provides an extreme example of this, but other industries like alcohol and food are also coming under scrutiny. Social marketing's understanding of both the commercial and social sectors puts it in a unique position to provide realistic critiques, and identify intelligent solutions. This forms an important part of the growing field of critical marketing. These realities informed Lazer and Kelly's original definition of social marketing: "Social marketing is concerned with the application of marketing knowledge, concepts, and techniques to enhance social as well as economic ends. It is also concerned with the analysis of the social consequences of marketing policies, decisions and activities."
Social Marketing in Health Promotion
Best Definition
Fun “Are the consequences of behavior both real and
rewarding for me?” Easy
“Can I do it? Am I capable?” Popular
“What do the people I care about want me to do?”
Coordinated activities that comprise a program to make desired behaviors . . .
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Source: the Academy for Educational Development. Do you think about how to make a behavior “fun, easy and popular” when you develop a program or intervention. Try it, and you may come up with ideas that will be more effective. This is more than just a fun mnemonic. Fun, easy and popular refer to things that we know are determinants of behavior. Fun = are they positive consequences that I value if I do the behavior? Easy = do I have the skills, knowledge and access to services to be able to do the behavior? Popular = what will they people who are important to me think if I try the behavior? My family and friends, co-workers, or cultural group? What we usually give them in Boring – sensible, worthy, adult, mature, removed risks and excitement, healthy Difficult – hard to do, extra effort, less convenient, time consuming, challenging, impossible! Lonely – isolating, everyone else is enjoying themselves, feel a sissy, uncool, facing on my own, others think I’m judging them
Social Marketing in Health Promotion7
Provides a 360 viewof the issue
Involves those affected by the issue
Develops culturally appropriate interventions
Enables effective use of resources
Benefits of Using Social Marketing
Social Marketing in Health Promotion8
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Provides a 360 view of the issue—so you can understand all the things that affect a behavior and decide where best to intervene. Involves those affected by the issue—so you can use their “expertise” with the problem; create services and messages that address barriers and benefits important to them; and create buy-in in the audience Because social marketing is audience centered it allows you to create programs and messages that respect the culture of the audience Finally, because social marketing enables you to target specific audiences with specific interventions that address the relevant determinants of behavior, it allows you to make the best use of limited resources and be accountable to funders and stakeholders 1. CUSTOMER ORIENTATION:‘Customer in the round’ Develops a robust understanding of the audience, based on good market and consumer research, combining data from different sources. • A broad and robust understanding of the customer is developed, which focuses on understanding their lives in the round, avoiding potential to only focus on a single aspect or features • Formative consumer / market research used to identify audience characteristics and needs, incorporating key stakeholder understanding • Range of different research analysis, combining data (using synthesis and fusion approaches) and where possible drawing from public and commercial sector sources, to inform understanding of people’s everyday lives --- from Social Marketing National Benchmark Standards, National Social Marketing Centre, www.nsmcentre.org.uk/ Reference : French, Blair-Stevens (2006) adapted from original benchmark criteria developed by Andreasen (2002)
Benefits of Using Health Marketing
It offers coordinated, multiple intervention tactics!
It can be used for “downstream,” “side stream” and “upstream” influence.
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The social marketing approach offers coordinated, multiple intervention tactics! Not only messages, not only new services, not only outreach, not only advocacy, but a way to select the combination of interventions that will “move the needle” on the behavior change we want to see. Clipart represents: People working out, choosing health drinks, policy makers approving healthy vending machines = product Money & Time = price Storefront = place Poster/flyer & Newspaper = promotion It can be used for “downstream,” sides stream (others = friends, colleagues) and “upstream” change. Personal behavior change and change in policies and laws and organizational systems. Thoughts below are from a presentation titled “Eight Key Questions in Understanding Social Marketing” by Patrick Ladbury from the National Social Marketing Centre. “We know that some programmes and campaigns are window dressing but we still do them. Information giving is often the default option when issues are hard to deal with Why: Pressure to be seen to be acting The desire to help Poorly developed skills and understanding in population behaviour change Short term policy planning budgeting and review” www.nsmcentre.org.uk/images/CoreFiles/Walsall_Presentation_11Jan08.pdf
“With social marketing, you can have some truly improved outcomes. Because it is evidence-based—based on what works—you have more effective use of resources.”
-Leah Devlin, DDS, MPHState Health Director
Benefits of Using Social Marketing
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Finally, here is one agency director’s take on why we should use social marketing.
Social Marketing in Health Promotion
Social Marketing’s FitContinuum of Interventions
Ecological / Environmental Approach
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Ways to affect behavior Cost Effectiveness Analysis Presentations I for one have performed on campuses on both sides of the fence, 17 years as a professional stand-up comic...able to charge 3-$7,000.00 for shows in cafeterias for 25 Students making them laugh. Today as a mental health speaker performing for several hundred students in lecture halls having to adjust fees to many times $750.00 hoping to help the students live better, or live period. Exposure/Reach: For 25 attendees: $30, $120 - $280 For 500 attendees: $1.50, $6 - $14 Cost per person changed: $750, $3,000 to $7,000. See last slides starting on slide 48.
Social Marketing in Health PromotionHigh
Low
Cost
High
Low
Reach
Policies
Health Communication, SocialEcological Model / Environmental Approach
Activities no feedbackHealth Systems
Activities w/ Health Education
SpecialtyCare
Community & NeighborhoodPartnerships & Collaboration
Primary Care
Social Marketing’s FitIntervention Pyramid
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Ways to affect behavior Concept developed by US Air Force Registered Dietitians Policy Community Assets (IDS/CAIB) Squadrons Traditional Tobacco Cessation Classes Low Intensity Interventions Primary Care Health Systems level may include (in terms of cost vs. reach): A health system comprises all organizations, institutions and resources devoted to producing actions whose primary intent is to improve health. Most national health systems include public, private, traditional and informal sectors. The four essential functions of a health system have been defined as service provision, resource generation, financing and stewardship. http://www.who.int/topics/health_systems/en/ Just above this level - activities such presentations and health fairs without feedback and follow-up Health systems includes insurance, HMOs, hospitals Just below this level – activities such classes, presentations, health fairs with screenings and assessments with feedback and follow-up
Social Marketing in Health Promotion
Policies
Health Communication,Ecological / Environmental Approach
Activities no feedbackHealth Systems
Activities w/ Health Education
SpecialtyCare
Community &Neighborhood Collaboration
Primary Care
Social Marketing’s FitIntervention Pyramid
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Ways to affect behavior Social Marketing can be used to affect each level – downstream to those having the health/behavior problem, sidestream to others who can influence the persons with the problem and upstream to those who can set policy.
What Health Marketing Is Not Not social norms marketing, promotion or advertising Not driven by organizational experts’ agendas Not promotion or media outreach only Not social media marketing Not social advertising Not about coercing behaviors Not a “one approach” model
Don’t think media first!
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Not social norms advertising, promotion or marketing ** Note to presenter, after: “Not driven” state…it is a balance between the expertise of professionals and the experiential expertise of our audience(s) ** Note to presenter, after: “Not promotion only” state…this is what most people think of when they hear the “term” marketing. Social marketing is consistent with what Turning Point is doing: collaboration between the program office and state and community partners. Don’t think media first! We often immediately decide that we need a brochure, or a PSA, or a poster. This may not address our problem of interest and its causes at all. Many times what is needed is a new program or service, or improvements in existing programs and services. These are referred as “structural changes.” Think structural change first, then decide if media can help you. A media consultant says, “Deciding to use media before you know the causes is like starting a book three-quarters through it before you know the characters of the plot or the setting.” Wheeling Walks used social marketing as the approach to influencing increased physical activity behaviors (product). Market research with focus groups on the target group with the lowest proportion physically active, 45-60 year olds. The barriers this group said they had were lack of time and too tired. Promotion was by media (TV and radio commercials (paid) and media relations (press releases, announcements via new reporters). No classes, t-shirts, races, promotional items. ‘It would be easy to give the public information and hope they change behaviour but we know that doesn’t work very satisfactorily. Otherwise none of us would be obese, none of use would smoke and would drive like lunatics.’ Ian Potter, Director, New Zealand Health Sponsorship Council, New Zealand Herald, June 2007
Social Marketing in Health Promotion
What Social Marketing Is Not
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Remember this promotion? Nicely done advertisements, well known personalities. But did it lead to behavior change?
Social Marketing in Health Promotion
0100020003000400050006000700080009000
10000
1994 1995 1996 1997 1998 1999 2000
Consumption Media Buy Awareness
Got Behavior Change?
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NO! The fuchsia line is the media buys. The blue line is level of awareness of milk. The chartreuse line represents sales. While the level of awareness of milk grew, sales stayed flat. Communication alone did not lead to behavior change. The campaign did not convey benefits that were important to buyers. It did not involve structural changes that made it easier to buy the product. The campaign did further research to understand what benefits were important to consumers, and when/why they thought about buying milk. It made changes at the sales point of purchase in stores, and changes in its promotional messages to convey benefits important to consumer. And sales increased. See the Social Marketing Quarterly article How to Explain Social Marketing to My Boss (Vol XII, No 4 Winter 06). Got Milk had a 5 yr $110 million campaign. Competition from the booming bottled water industry and and an increase in the price of raw milk caused a decrease in consumption even with better packaging and flavoring.
Social Marketing in Health Promotion
What is Marketing About?It’s about Behavior
• Not driving after drinking• Not smoking• Managing stress• Eating 5 servings of fruits & vegetables• Not physically abusing/assaulting• Approving and implementing environmental
changes on campus
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(Presenter read the slide.) Behavior is the bottom line. Not raising awareness; not increasing knowledge. We want to see people doing (or not doing) something. Social marketing says that if an intervention activity does not lead to behavior change, don’t do it! (These are all behaviors for which social marketing has been used to support.) 4. INSIGHT: Based on developing a deeper ‘insight’ approach – focusing on what ‘moves and motivates’ • Focus is clearly on gaining a deep understanding and insight into what moves and motivates the customer • Drills down from a wider understanding of the customer to focus on identifying key factors and issues relevant to positively influencing particular behaviour • Approach based on identifying and developing ‘actionable insights’ using considered judgment, rather than just generating data and intelligence 2. BEHAVIOUR: Has a clear focus on behaviour, based on a strong behavioural analysis, with specific behaviour goals • A broad and robust behavioural analysis undertaken to gather a rounded picture of current behavioural patterns and trends, including for both – the ‘problem’ behaviour and – the ‘desired’ behaviour • Intervention clearly focused on specific behaviours ie not just focused on information, knowledge, attitudes and beliefs • Specific actionable and measurable behavioural goals and key indicators have been established in relation to a specific ‘social good’ • Intervention seeks to consider and address four key behavioural domains: 1: formation and establishment of behaviour; 2: maintenance and reinforcement of behaviour; 3: behaviour change; 4: behavioural controls (based on ethical principles)
Social Marketing in Health Promotion
What is Marketing About?It’s about StudentsNot all of them all at once!
But specific groups of students . . .
. . . and others18
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(Presenter read the slide.) Social marketing is targeting specific groups of people: consider the 10 top health impediments to academic performance from the ACHA National College Health Assessment (question 44) – concern for a troubled or death of a family member of friend, stress, relationship difficulties . . . . . Other things may be alcohol use by women students or athletes use of alcohol. - It is not a “one size fits all” approach. - There are lots of criteria one can use to select groups: risk for a health problem; readiness to change; demographics; media preferences; size of impact of the problem or the intervention; mandates of funders; organizational resources; political feasibility; etc. - By involving those affected by the issue—so you can use their “expertise” with the problem; create services and messages that address barriers and benefits important to them; and create buy-in in the audience 7. SEGMENTATION: Uses a developed segmentation approach (not just targeting). Avoiding blanket approaches • Traditional demographic or epidemiological targeting used, but not relied on exclusively • Deeper segmented approaches that focus on what ‘moves and motivates’ the relevant audience, drawing on greater use of psycho-graphic data • Interventions directly tailored to specific audience segments rather than reliance on ‘blanket’ approaches • Future lifestyle trends considered and addressed Also see slide 32 Notes Section for good graphics on segmentation.
Social Marketing in Health Promotion
. . . So, What Affects Behavior?
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Again note that determinants point out possible places to intervene and to help shape consumer research. Public health personal behavior examples: Knowledge and beliefs—what we often try to change in public health (e.g., how to position a baby for breastfeeding; where to go to get a mammogram; getting a screening mammogram will give you piece of mind) Attitudes—if I have a family history of prostate or breast cancer, my attitude can be, “I am fated for this, nothing I can do,” or “There are things I can do to get ahead of this, find out if I have it and get successful treatment!” Perceived risk—will the mosquito that bites me have West Nile? If so, I may be more likely to slather up with DEET and wear long pants on a summer evening Perceived consequences—if I do get West Nile, do I think it will be like a mild case of the flu (something I will get over) or that it could lead to meningitis? Self-Efficacy—do I think I can do the new behavior? Do I feel I have what it takes? Agreed upon determinants of behavior, what's motivating people/organizations, gives examples of where you can intervene, the kinds of things you want to ask people about during audience research. Source: National Institutes of Health—brought together leading proponents of behavioral theories. Asked them to agree upon a common set of behavioral determinants. Point out that working through the determinants also suggest potential places to intervene Public health personal behavior examples: Policies—taking sick leave during work hours to go to doctor; daycare policy about not touching children without parental permission (in order to apply sunscreen for cancer prevention) Access—is clinic open in evenings; is it on the bus line; do I have Internet access to your website? Skills—using contraception correctly; cooking tasty foods in a low fat manner Actual consequences—what happens when I try a behavior (e.g., work out in gym = sore muscles, embarrassment?) Cultural beliefs—what my family, community, ethnic group thinks about a behavior
Social Marketing in Health Promotion
Marketing is more about increasing benefits and lowering barriers!
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Marketing is more about lowering barriers and increasing benefits! How we can make a behavior fun, easy and popular. This is true for both commercial and social marketing. If you had great advertisements, but your product tasted awful, was hard to find and gave you gas, do you think people would buy it? Another example: Coke changing its formula. Good commercials, but its bad taste suddenly increased a barrier for people buying it. Be sure to emphasizing intrinsic benefits for more lasting behavior change. Extrinsic reward may result in students only doing the behavior because the come to expect a prize or gift. Once the extrinsic reward is not available they’ll stop doing the behavior.
What is Marketing About?It’s about Decreasing Barriers &Increasing Benefits of Behavior
• Not driving after drinking• Reduce barriers
• Low cost luxury limousine service• Personal control of own life
• Provide benefits• Be, feel, look cool
• www.roadcrewonline.org• No “That Guy” behavior
• www.thatguy.com
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4.4. Economic benefit of the Road Crew estimate of the direct out-of-pocket costs per alcohol-related crash in Wisconsin in 2000 as being about $56 000. include emergency and acute health care costs, long-term care and rehabilitation, police and judicial services, property damage, insurance, disability and workers compensation, lost productivity, and social services for those who cannot return to work and support their families . The amortized variable cost of maintaining the Road Crew is about $15 300 per crash avoided. included are directly attributable to managing Road Crew in the three communities, but do not include one-time upfront costs such as the research and administration needed to begin the project. As ride revenues move the programs toward self-sustainability, the use of government funds is eliminated. That Guy - Their reality For whte men 18- 24: Interactive interventions - web, games, etc – effective; drug facts and helath messages not meaningful to this group Environment: Partying is not binge drinking, culture endorses, reinforces partying/drinking; feel stress, frustration, boredom w/ work & being on base. Consequences: short-term physical & social effects, few link it to long-term effects on job, career, duty, relationships w family friend colleagues; turn to alcohol for distraction, fun, escape; embarrass by loss of control and excessively drunk. So, highlight short-term effects. They: feel uncomfortable to be around, sense judging glances when addiction “stories” told; make fun of , take pictures, share them (comic relief); swap stories (drinking escapades); look down upon, disassociate themselves with those acted out in an extreme way Best themes to use – emphasize control over drinking, more control of life future, ‘cuz have little control now; drinking responsibly, control your drinking. To increase likelihood of changed behavior – no abstinence campaign, avoid textbook definition i.e., 5+, do talk about excessive drinking and consequences of losing control, positively reinforces control they have Key learning – audience not concerned about long-term consequences, concerned about short – loss of control, embarrassment – most likely to resonate; audience looks down on those who act out in the extreme
Program Planning Framework Multidisciplinary and comprehensive programs
to influence behaviors Based on research to understand point of view
of the target audience Interventions that integrate audience needs
with needs of sponsors – exchange Considers competition and exchanges Ongoing monitoring and evaluation
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Social marketing is systematic. Program planning--something we already do in public health. Based on research--just as a clinician takes a medical history, performs a physical, orders lab work to understand a patient--social marketing undertakes research to understand their target audience.
• Monitor and evaluate for:• Behavioral
outcomes• Specif ic r isk
factors, disease, and condit ions
• Injuries• Well-being and
health-related Quality of Life
• Health equity
• Needs assessment
• Market research and strategy
• Interventions*• Policies• Programs• Services• Health
Social (refers to social in outer ring) conditions include economic inequality, urbanization, mobility, cultural values, attitudes, and policies related to discrimination and intolerance on the basis of race, gender, and other differences. Other conditions (refers to conditions in outer ring) at the national level include major sociopolitical shifts such as recession, war, and governmental collapse. The built environment includes transportation systems, water and sanitation systems, housing, and other dimensions of urban planning. Living, learning and working conditions may include (refers to 2nd from outer most ring): psychosocial factors; employment status and occupational factors; socioeconomic status (income, education, occupation); The natural and built environments; public health services; health care services Suggested citation for this article: Liburd LC, Sniezek JE. Changing times: new possibilities for community health and well-being. Prev Chronic Dis [serial online] 2007 Jul [date cited]. Available from: http://www.cdc.gov/pcd/issues/2007/jul/07_0048.htm The BC traditionally has addressed race and ethnicity as two separate concepts. Race and ethnicity classifications used by the BC follow federal Directive 15 that directs federal agencies to collect data on at least four racial groups: white, black, American Indian and Alaskan Native, and Asian/Pacific Islander; and one ethnic group, Hispanic. In the 1990 census, all respondents were asked to identify their own race; one possible answer to this question was "Other Race." All respondents also were asked a separate question about Hispanic origin. The study of racial differences in the United States has been dominated by a genetic model that views race as primarily reflecting biological homogeneity (e.g., black/white differences in health are largely genetically determined). This model, which has been used to obscure the social origins of illness and demonstrate black inferiority, is based on three scientifically flawed genetic assumptions: a) race is a valid biological category, b) genes determining race are linked to those determining health, and c) the health of a population is largely determined by the biological constitution of the population. An alternative model is that race is a societally constructed taxonomy that reflects the intersection of biological, cultural, socioeconomic, political, and legal determinants, as well as racism. In practice, the designation of race is based on socially defined phenotypic traits as seen through the filter of individual and social perspective, while ethnicity is a category determined by genes, culture, and social class, a product of social evolution. An advantage of ethnicity (versus race) as a concept for public health surveillance is the implicit recognition of social arrangements on health. Ethnicity is the inevitable response of the species to changing opportunities and challenges in the social environment; therefore, ethnicity will change over time. Ethnicity may be a more appropriate classification than race for public health surveillance, research, and practice for two reasons. First, the potential impact of population differences in gene frequencies is subsumed under the category of ethnicity. Second, since population groups do not exist in a fixed array, the mutability implied by ethnicity represents a strength of this category. Because the composition of U.S. ethnic groups is changing rapidly, public health surveillance systems must reflect these changes. http://wonder.cdc.gov/wonder/prevguid/p0000330/P0000330.asp#head010001000000000
Basics of Marketing Needs Assessment Problem Description Market research Market strategy Interventions Monitoring & evaluation Implementation
www.orau.gov/cdcynergy/soc2web
www.healthedpartners.org/ceu/smSocial Marketing in Health Promotion24
Foundation Apply best practices! You do not have to reinvent the wheel to come up with interventions that will be effective for your problem or issue, or with your audience. Consult your own professional organizations or those that deal with your issue for proven, evidence-based interventions.
Sources for Evidence-Based Programs NIAAA
www.niaaa.nih.gov/ Higher Education Center for
www.highereducationcenter.org s
www.samhsa.gov/ebpwebguide/index.asp Guide to
www.thecommunityguide.org/index.htmlSocial Marketing in Health Promotion26
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http://www.colorado.edu/cspv/blueprints/index.html Helping America’s Youth Program Tool www.helpingamericasyouth.gov/programtool.cfm http://www.ncjrs.gov/pdffiles1/ojjdp/187079.pdf http://pubs.niaaa.nih.gov/publications/arh284/202-204.htm Transitions to Independence Leaving Home A variety of models have been proposed to explain how this first transition period supports or encourages problematic drinking (Schulenberg and Maggs 2002). (See the article by Schulenberg and Maggs in this issue.) Often (though by no means always), the first transition is entrance into a college environment, which seems to be particularly likely to be accompanied by heavy drinking. Researchers have found it difficult to determine whether people begin drinking more heavily in college in response to the social environment (that is, it is a socialization effect) or as a function of their own enduring personality characteristics (that is, it is a selection effect; for example, when young people who are more likely to drink are more likely to go to college) (Yamaguchi and Kandel 1985; Labouvie 1996). Both selection and socialization effects may be operating here to varying degrees, but there is little doubt that the social environment of college exerts a strong influence on student drinking. Much problematic alcohol use among college students occurs in group settings (Wechsler et al. 1995). Fraternity parties are notorious for encouraging excessive drinking, but student gatherings in bars or other settings often entail heavy drinking as well. (See the article by Saltz in this issue.) A longitudinal study by McCabe and colleagues (2005) has provided strong evidence for both selection and socialization effects among U.S. college students who join fraternities and sororities: Higher drinking rates were seen before they attended college, and membership in a fraternity or sorority was associated with considerably greater than average increases in heavy drinking. Because the social environment of college generally supports alcohol use, it is reasonable to expect that leaving college could result in declines in heavy-drinking rates (Sher et al. 2001). And, in fact, the end of formal higher education—and concomitant transitions to employment and independent living—does signal a period of maturing out of one role into a role that normally involves more responsibility and less freedom. Young people who do not attend college tend to show drinking patterns that resemble those of college students, with heavy alcohol use increasing until about age 22—particularly among those who leave the parental home—and then declining as these young people take on adult responsibilities (Bachman et al. 1997). More research on alcohol use among 18- to-22-year-olds not attending college is needed to elucidate the factors that influence drinking behavior among this under-studied group.
Competitive Advantage Extremely pre/post tested Distills comprehensive best practices Vetted by major players in social marketing >700 resources CDC originated CDCynergy is almost a requirement for funding Looked on very favorably
Recognized nationally and internationallywww.orau.gov/cdcynergy/soc2web/default.htm
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Fun – set measurable objectives, effective use of resources, measurable outcomes with positive return on investment Easy – just follow the steps to get skilled, knowledgeable, access materials and resources Popular – vetted by major players in sm and recognized nationally and internationally Coordinated activities that comprise a program to make desired behaviors Fun “Are the consequences of behavior both real and rewarding for me?” Easy “Can I do it? Am I capable?” Popular “What do the people I care about want me to do?” This is more than just a fun mnemonic. Fun, easy and popular refer to things that we know are determinants of behavior. Fun = are they positive consequences that I value if I do the behavior? Easy = do I have the skills, knowledge and access to services to be able to do the behavior? Popular = what will they people who are important to me think if I try the behavior? My family and friends, co-workers, or cultural group?
Social Marketing “Benchmarks”• No theory of social marketing• Benchmarks
– Customer orientation– Behavior– Theory– Insight– Exchanges– Competition– Audience segmentation and targeting– Marketing mix– Continuous and strategic formative & process
research, monitoring and evaluationSocial Marketing in Health Promotion29
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CUSTOMER ORIENTATION: ‘Customer in the round’ Develops a robust understanding of the audience, based on good market and consumer research, combining data from different sources • A broad and robust understanding of the customer is developed, which focuses on understanding their lives in the round, avoiding potential to only focus on a single aspect or features • Formative consumer / market research used to identify audience characteristics and needs, incorporating key stakeholder understanding • Range of different research analysis, combining data (using synthesis and fusion approaches) and where possible drawing from public and commercial sector sources, to inform understanding of people’s everyday lives BEHAVIOUR: Has a clear focus on behaviour, based on a strong behavioural analysis, with specific behaviour goals THEORY: Is behavioural theory-based and informed. Drawing from an integrated theory framework • Theory is used transparently to inform and guide development, and theoretical assumptions tested as part of the process • An open integrated theory framework is used that avoids tendency to simply apply the same preferred theory to every given situation • Takes into account behavioural theory across four primary domains: 1: bio-physical; 2: psychological; 3: social; 4: environmental / ecological INSIGHT: Based on developing a deeper ‘insight’ approach – focusing on what ‘moves and motivates’ • Focus is clearly on gaining a deep understanding and insight into what moves and motivates the customer • Drills down from a wider understanding of the customer to focus on identifying key factors and issues relevant to positively influencing particular behaviour • Approach based on identifying and developing ‘actionable insights’ using considered judgement, rather than just generating data and intelligence EXCHANGE: Incorporates an ‘exchange’ analysis. Understanding what the person has to give to get the benefits proposed COMPETITION: Incorporates a ‘competition’ analysis to understand what competes for the time and attention of the audience SEGMENTATION: Uses a developed segmentation: approach (not just targeting). Avoiding blanket approaches METHODS MIX: Identifies an appropriate ‘mix of methods’ ‘Intervention mix’ = Strategic SM, ‘Marketing mix’ = Operational SM www.nsmcentre.org.uk/
Social Marketing in Health Promotion
Key Concept - Competition
Target audience can go somewhere else or do something else or maintain current behaviorModify program, delivery, service provider or
the product to make the competing behavior less attractive, less available, or more costly
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** Note to presenter, between the bulleted statements comment ...so we need to know our audience, to understand what they do that competes with the healthy behaviors we want them to do. We can use this understanding to… ** Read the second bullet 6. COMPETITION: Incorporates a ‘competition’ analysis to understand what competes for the time and attention of the audience • Both internal & external competition considered and addressed – Internal eg psychological factors, pleasure, desire, risk taking, addiction etc – External eg wider influences / influencers competing for audience’s attention and time, promoting or reinforcing alternative or counter behaviours • Strategies aim to minimise potential impact of competition by considering positive and problematic external influences & influencers • Factors competing for the time and attention of a given audience considered
Social Marketing in Health Promotion
Key Concept - Exchange Increase or
highlight the benefits
Decrease or de-emphasize the barriers
• Change the product, price, place or promotion to meet the exchange, if necessary
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Key Concept - Exchange Exchange is “Quid pro quo,” “tit-for-tat” …something for the audience/something for the program **Note to presenter, before reading the bulleted list on the slide, introduce them with, we can use the concept of exchange several ways in in marketing... **Then review the list Healthy Campus Initiative: Decisional Balance (Pros & Cons of Change) SCORING: 1,3,5,7,9 pros; 2,4,6,8,10 cons Typical trends of total Pros and Cons scores as people move from Precontemplation to Maintenance. References Nigg, C.R., Rossi, J.S., Norman, G.J. & Benisovich, S.V. (1998). Structure of decisional balance for exercise adoption. Annals of Behavioral Medicine, 20, S211 http://www.uri.edu/research/cprc/Measures/Exercise05.htm 5. EXCHANGE: Incorporates an ‘exchange’ analysis. Understanding what the person has to give to get the benefits proposed • Clear analysis of the full cost to the consumer in achieving the proposed benefit (financial, physical, social, time spent, etc.) • Analysis of the perceived / actual costs versus perceived / actual benefits • Incentives, recognition, reward, and disincentives are considered and tailored according to specific audiences, based on what they value
ExchangeYou Give Me 75¢ Embarrassment Loss of Pleasure Argument Relationship
difficulties
You GetA Condom protection against
pregnancy protection against STDs peace of mind sense of control hope for the future a date
Social Marketing in Health Promotion32
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Here is a public health example. Notice that the “costs” associated with the behavior we are asking people to do are not always monetary. People go through a “cost/benefit” analysis at some level when they decide to act. The perceived benefits of the behavior must outweigh the perceived costs in order for them to �try it.
ExchangeYou Give Me Money Time Momentary discomfort
You GetAn immunization Better health Avoidance of greater
discomfort (sickness) Ability to go to school,
work, travel
Social Marketing in Health Promotion33
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Here is another public health example. It is important for us to understand what our audience sees as the costs and benefits of the behaviors or services we are promoting! Notice that the benefits important to them are not always health benefits. In social marketing, we strive to frame our services or behaviors in terms of benefits that are important to our audience.
ExchangeYou Give Me $5 - $30
You GetLow cost limo ride to party Fun and easy Be, feel and look cool Avoid worrying about
driving as the end of the evening approaches
Social Marketing in Health Promotion
www.roadcrewonline.com
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http://www.roadcrewonline.org/research Here is another public health example. It is important for us to understand what our audience sees as the costs and benefits of the behaviors or services we are promoting! Notice that the benefits important to them are not always health benefits. In social marketing, we strive to frame our services or behaviors in terms of benefits that are important to our audience.
Define the Health ProblemReview epidemiologic data
sources/literatureSecondary and primary research
Identify what actions/behavior change could reduce the problem
Identify preliminary target audience and target behavior
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Here is where we begin doing our “history taking” and making our “diagnosis” of the problem Moving beyond the data •Important to move away from simply identifying and collecting a wide range of information, data and intelligence •Towards identifying potential ‘insights’within the data and intelligence –and then testing these with the audience Start with sources of information and intelligence, review data, gain understanding and insight, then do pre-testing, sharing and applying.
Social Marketing in Health Promotion
Identify Who Must Act to Solve Problem
Collect and analyze demographic, socioeconomic, cultural and other data on target audience
Segment them into smaller, more homogeneous groups for which uniquely appropriate programs and interventions can be designed Individuals, Groups, Decision makers
Select target priority segments for your program and plan research
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We segment our audience because different factors in people’s lives can contribute to the same problem. Different life circumstances can require different interventions. A one-size solution does not fit all. (We will review some possible ways to segment audiences in just a moment.) Our audience can be: 1) the people you want to do something different; 2) the people who can make it easier for them; 3) the people who can make it harder for them
Research behavioral determinants of desired behavior for selected target segment
Deep “insight” Plan initial concepts and program elements
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**Introduce the slide with Because people tend to act in their own perceived best interests, we need to understand what is important to them, what motivates them in order to offer effective interventions. **After the second bulleted statement, refer people to the handout “Internal and External Factors that Determine Behavior Change In Phase 1, you defined your health problem, collected information about it from experienced colleagues and the published scientific literature, and drafted a preliminary definition of your target audience. Now, in Phase 2, you will conduct market research to understand the audience better and refine its definition. You will: spell out your market research questions, select research methods to answer those questions take full advantage of data that were collected for other purposes, collect supplementary data, summarize your research results Market research has two basic parts: audience research assessment of your program’s environment You can conduct the research in-house or seek outside assistance. (See Market research in Definitions) Your market research priorities should be: filling in gaps in Phase 1 information, confirming key findings from Phase 1, gathering practical information to inform your marketing strategy, You will use these market data later, in Phase 3, to make final decisions about which audience segment(s) to target, behavioral objective(s) to pursue, and intervention(s) to implement. Don’t skip this phase even if your budget is limited or there is pressure to mount a visible campaign quickly. Market research is the backbone of social marketing. Basing your planning decisions on market research will make your program more effective and save time and money in the long run.
Social Marketing in Health Promotion
Develop Project & Interventions Set measurable behavioral objectives for
selected segment Design intervention for selected segment Apply marketing principles (the “marketing
mix”) Pre-test all products, services and messages
including intervention
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Examples for segmentation groups from a UK National Social Marketing Centre presentation http://www.nsmcentre.org.uk/images/CoreFiles/Walsall_Presentation_11Jan08.pdf
How Does Marketing Influence Behavior?
• The 4 Ps• Product• Price • Place• Promotion
• Key Concepts• Exchange• Competition
www.cdc.gov/healthmarketing/basics.htmSocial Marketing in Health Promotion39
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(Presenter read the slide.) Apply Marketing Principles These are the strategies that marketing uses. Who has heard of the “4-Ps?”, 5th P = Policies Stimulate policy/rules that influence voluntary behavior change systems and environmental change factors Not policies that punish “bad” behaviors 8. METHODS MIX: Identifies an appropriate ‘mix of methods’ - ‘Intervention mix’ = Strategic SM; ‘Marketing mix’ = Operational SM • Range of methods used to establish an appropriate mix of methods • Avoids reliance on single methods or approaches used in isolation • Methods and approaches developed, taking full account of any other interventions in order to achieve synergy and enhance the overall impact • Four primary intervention domains considered: 1: informing / encouraging; 2: servicing / supporting; 3: designing / adjusting environment; 4: controlling / regulating
The behavior we want people to do The “bundle of benefits” that people
tell us are important to them (may not be health-related)
Tangible services and products to make the behavior easier to do
(Product)
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(Presenter read the slide.) Behavior, service, product being exchanged with the target audience for a price and benefit Behavior, service, product must compete successfully against the benefit of the current behavior The product is what we are offering and its benefits. It can be tangible, like a service or a behavior or a condom or low fat food. It can intangible like a youthful feeling, peace of mind, or the hope to do something you want to do (like being able to wear your prom dress if you don’t become pregnant). Remember the exchange slides? Our product may be Pepsi, and a way to quench thrist and a promise of fun. Or our product may be immunizations and the promise that your child can go to school. Focus on benefits that are important to our audience.
Social Marketing in Health Promotion
Cost to the target audience of changing behavior
Can be financial, or more often related to other “costs” time effort lifestyle psychological cost
Marketing “Strategies”Barriers/Benefits
(Price)
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This is the downside of what we are asking our audience to do….things that they have to give up Benefits - Cost = the Net Cost The perceived costs have to be less than the perceived benefits for people to act. Marketing looks at ways to increase the benefits and lower the costs of behavior. Anything that lowers barriers, reduces “costs,” makes it easier, emphasizes benefits: Activities Policy changes Messages Outreach Services and opportunities
Social Marketing in Health Promotion
Marketing “Strategies”Where we Offer It
Placing services, products and activities at places or times that:
• people are likely to be thinking about the problem/issues
• are convenient for people • they are likely to see/hear the information• are where they will act
(Place)
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(Presenter read the slide.) From deleted slide and notes section: Channels through which products or programs are available (access) Move programs or products to places that the audience frequents, in order to ease access Where/When might people think about our issue/problem? Example: for nutrition--at a restaurant; at a snack machine at work; in the grocery store Where might they be in right frame of mind? Example: for family planning--post-partum in the hospital; at a pregnancy test; at a bar before a date Where/When can we put information or service? Where does our audience already gather? Example: for Senior Vaccinations--at a senior citizen center; at a church; at an elderly nutrition program ; “Golden Agers” night at a restaurant
Social Marketing in Health Promotion
Marketing “Strategies”Providing Information
Presenting information in a way that:• is memorable• stands-out from competing messages• is repeated again, and again, and again• has a “call to action”• respects culture• is in a place and at a time they will notice
(Promotion)
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(Presenter read the slide.)
Social Marketing in Health Promotion
Marketing “Strategies”Providing Information
(Promotion)
News stores Letters to the editor PSAs Brochures Word-of-mouth/face-to-face Education sessions
Communicating to the audience about product/program, price, and place variables
Advertising Media relations Events Personal selling Entertainment Direct mail
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(Presenter read the slide.) It should be attention-getting to stand out from all the other non-health information people get through TV, radio, the Internet, newspapers, etc. It should be memorable--connect it with something that is important to your audience. Repeat it, Repeat it, Repeat it. (Communications research tells us people need to hear new information approximately 11 times before it starts to sink in!) Place in a medium and in a location where your audience will notice it. Promotion and media are what people often think of when they hear “marketing.” Notice that it is the last of several interventions marketers use.
CDC Health Marketing Tools CDC homepage
Social media tools Twitter CDC_eHealth CDCemergency
Mobile Podcasts CDC-TV Widgets and gadgets RSS
Other eHealth marketing e-Cards Blog CDC-INFO
YouTube, Facebook & MySpace CDC NHMC Employee
Facebook Group
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Center for Disease Control (CDC) has quietly been doing best-in-class new media marketing and education for some time. http://blog.kruresearch.com/2009/05/cdc-social-media-marketing/ Homepage—their main H1N1 webpage serves as a hub for information clear navigation is matched with robust features including subscribe via RSS or email, links to Twitter, and a strong search function. Search Engine Optimization—SEO is clearly not a priority at the CDC; their main flu site doesn’t even populate the keywords metatags. But being the CDC means you probably don’t have to. Their standard text page, rich in content, indexes well with Google and the number of inbound links to the CDC in general guarantees good ranking results. They are currently #2 behind Wikipedia for “H1N1 flu” and #1 for “swine flu” on Google. YouTube—YouTube now gets more search traffic than any other site except Google (source: ComScore) and delivers over 100 million (yes, 100 million) videos per month. The CDC YouTube channel has 46 different videos with an H1N1 video getting almost a million views in the last two weeks alone. Twitter—the CDC maintains four different Twitter accounts including 2 different ones for the flu, which is a bit confusing. Their main account @CDCemergency has an impressive 170,000 followers. - He recommends that businesses follow and deliver only interesting, useful, and relevant information. He gives an example of the Kogi Korean BBQ taco truck in Los Angeles (@kogibbq) that tweets to followers every time it moves to a new location on its route. Another company tweets to prepare followers for planned software downtime. Avinash recommends three Twitter analytics tools: (1) Retweetist.com, that measures the popularity of your tweets, (2) Tweet-Rank.de that measures engagement, and (3) TR.IM that measures how many users follow a shortened link from your tweet. Avinash suggests keeping track of two KPIs: (1) the number of people who follow posted links and (2) the kind of content that is most popular with your followers. Facebook & MySpace—the CDC fan page on Facebook currently has 6,300 “fans” and their MySpace has 900 “friends”. Mobile—keenly aware of just how many people are now surfing the web from their phones, CDC also provides content optimized for mobile delivery at http://m.cdc.gov/. Flickr—the most widely used photo-sharing site, the CDC has uploaded 15 flu related images to Flickr which garnered over 2,200 views in less than 3 weeks. Podcasts—over 12 audio and video podcasts, in English and Spanish, can be found on iTunes. Widgets—the most innovative e-health marketing tactic the CDC uses is widgets which syndicates content across other websites. Currently you can paste the widget code into your own webpage or blog to offer a real-time map of confirmed cases in the USA, real-time pandemic flu news, and H1N1 tips. Blog – Blogs, on the other hand, don't usually make an attempt to be comprehensive, stand-alone documents. They tend to be short, (hopefully) focused comments that can be written quickly and published with extreme ease using existing blogging software and auxiliary tools. Blogs are usually read on the web, but distributed via RSS feeds (such as FeedBurner) and/or automatic e-mail updates that tell subscribers that a new blog is available. As a result, it's easier to blog regularly than it is to write articles and publish a newsletter. I need to note, however, that people like Google Analytics evangelist Avinash Kaushik blur the line and use blog software to publish high quality, full-length articles every couple of weeks via e-mail. Marketing Pilgrim's Andy Beal publishes multiple blog posts each business day employing a team of bloggers, distributed via e-mail, RSS feed, and Twitter. E-Mail Newsletters When you're trying to provide clear, comprehensive, enduring information about a field, I think articles on your website, published through an e-mail newsletter, are most effective. Here's why: Articles are usually taken more seriously by the writer (and the reader), and are much more likely to be carefully written. The writer takes pains to be organized, accurate, and complete. After all, this article will remain in cyberspace indefinitely, and may well be published on dozens of websites during its lifetime, to represent both the company and the author. It had better be well done! Sending an e-mail newsletter is still the fastest and best way to distribute new content to a large number of people. Articles on your website intended for e-mail distribution will have immediate as well as lasting value. But writing a well-constructed article and then publishing an e-mail newsletter is a lot of work -- well worth the effort, but work nevertheless. So much work, in fact, that many times it just doesn't get done very often, if ever. http://www.wilsonweb.com/email/wilson-ezines-vs-blogs.htm
Train and motivate front line staff Build products and programs and
executeDistribute materialsRefine product/program and materials
as mid-course monitoring data suggests
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This is where a lot of Public Health programs start – without knowing about our audiences, without looking at the perceived costs and benefits or competition issues, without considering when and where people are in the right frame of mind to act on our health issue. If we take this information into account our programs are more likely to have the outcomes and impacts we desire. ** Note to presenter: on the last bullet comment that monitoring our programs and making adjustments is important to their success.
Social Marketing in Health Promotion
Conduct Evaluation
Conduct process and outcome evaluation Linked to behavior objectives
Did you reach target audience Did program have an impact Did desired outcome occur, why/why not Revise evaluation plans and models in
accordance with program changes
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Begin thinking about how to evaluate your program from the beginning. What data do you need to look at that is meaningful for your particular intervention? Number of phone calls or appointments? Where/How people got information about your service? The course of meetings with other partners? Change in a policy? Improved indicators of health status? What information is important for you to have? How will you gather it?
Monitor, Evaluate and Revisewww.gotmilk.com
Social Marketing in Health Promotion
Milk is naturally nutrient rich like no other beverage – it's nature’s wellness drin
Think Behavior Change Know your Audience Think Benefits, Costs, Competition and
ExchangeWhen/Where in Right Frame of Mind?When/Where is Right Place & Time?Make it fun, easy and popular!!!!!!
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Social Marketing in Health Promotion
Summary Social Marketing Definitions Benefits of Social Marketing Where it Fits in Health Promotion What Social Marketing is NOT What Social Marketing is About First Things First The Approach: Framework, Model Concepts: Competition and Exchange 4 Ps: the Marketing Mix
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Throughout the slide notes I’ve inserted the UK’s National Social Marketing Centre’s National Social Marketing Benchmark Standards. This is the text on the second page of the standards. www.nsmcentre.org.uk www.nsmcentre.org.uk/images/CoreFiles/NSMC_Social_Marketing_BENCHMARK_CRITERIA_Sept2007.pdf The benchmark criteria are essentially those elements to look for in an intervention to determine whether it is consistent with social marketing. They have been developed to help strengthen the use of effective social marketing approaches. They were developed following a two year independent review in 2006 which examined social marketing methods and approaches. The review identified that there was an increasing tendency for work to describe itself as social marketing without necessarily reflecting social marketing core concepts and principles. The eight point benchmark criteria built on the review findings and also Alan Andreasen’s previous six point benchmark from 2001. The benchmarks are designed to support the following: • to increase understanding of core social marketing concepts and principles • to increase consistency of approach and thereby their potential impact and effectiveness • to maintain maximum flexibility and creativity, to craft and develop interventions to different needs • to assist more systematic capture and sharing of transferable learning between interventions • to assist effective review and evaluation of different types of intervention It is important that the benchmarks are not confused with a process of how to do social marketing. There are other models such as the ‘total process planning’ approach which places a strong emphasis on the front-end ‘Scoping’ stage. Instead the benchmarks are essentially the key elements that should be in place if an intervention is to accurately describe itself as social marketing. The benchmarks have been framed in such a way as to ensure that they do not restrict the ability of practitioners to develop creative, imaginative and flexible solutions to the different types of behavioural challenges they face. However the criteria provide a robust framework to assist those planning and developing interventions to ensure they are consistent with best evidence-based principle and practice in the social marketing field. Finally it is important to note the reason why other factors, which are critical to any successful intervention have not been included. Obvious examples would include: strategic planning, partnership and stakeholder engagement, review and evaluation, (to name a few). These are clearly all important in there own right, and key to successful interventions. The reason they are not part of the benchmarks is that they are not unique to social marketing. Their presence (or absence) does not indicate if something is social marketing or not. The eight criteria included in the benchmark are however, the things that have to be present in order to be described as consistent with social marketing.
Next StepYour turn to be a social marketer!
Questions and Answers
Contact me at:
Jim [email protected](909 856-3350www.csupomona.edu/~jvgrizzellwww.healthedpartners.org/ceu/sm
Policies
Health Communication,Ecological / Environmental Approach
Activities no feedbackHealth Systems
Activities w/ Health Education
SpecialtyCare
Community &Neighborhood Collaboration
Primary Care
Presenter
Presentation Notes
This is an overview of social marketing. This may be new to you. Consider what you can use. It is a developmental process. I have presented the “Cadillac” model. You may only be able to use the “Volkswagen” model now. But this is better than walking. ** Note to presenter: Go to the case study exercise, if you are going to use it.
Social Marketing in Health Promotion
. . .So, What Affects Behavior?
External Access Skills Actual
consequences Cultural beliefs
and values Policies
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Agreed upon determinants of behavior, what's motivating people/organizations, gives examples of where you can intervene, the kinds of things you want to ask people about during audience research. Source: National Institutes of Health—brought together leading proponents of behavioral theories. Asked them to agree upon a common set of behavioral determinants. Point out that working through the determinants also suggest potential places to intervene Public health personal behavior examples: Policies—taking sick leave during work hours to go to doctor; daycare policy about not touching children without parental permission (in order to apply sunscreen for cancer prevention) Access—is clinic open in evenings; is it on the bus line; do I have Internet access to your website? Skills—using contraception correctly; cooking tasty foods in a low fat manner Actual consequences—what happens when I try a behavior (e.g., work out in gym = sore muscles, embarrassment?) Cultural beliefs—what my family, community, ethnic group thinks about a behavior
