. Social Marketing. Social Reporting. Social Thinking beyond philanthropy: a briefing for MAALA october 2001.

. Social Marketing . Social Reporting . Social Thinking

beyond philanthropy: a briefing for MAALAoctober 2001

Contents

• Introduction to:– Good Business

– social marketing

• BSkyB case study – Reach For The Sky

• Nike and DaimlerChrysler snapshot case studies

• Designing a strategy

• Selecting a cause

• Creating a campaign

Good Business

• Established 1997; independent, full service social marketing agency

• Experience in commercial communications combined with detailed knowledge of social policy and the voluntary sector

• Member of the Institute of Social and Ethical Accountability

• Selected as one of Sunday Business/Management Today ‘Vision 100’ most visionary companies in the UK, January 2001

Major client experience

Arcadia Group Marks & Spencer

BSkyB Morgan Stanley

Centrica NatWest

Coca-Cola New Millennium Experience Co.

Co-Operative Bank Nike

DaimlerChrysler RAC

DETR/Constructionline Scottish Power

firstdirect Unilever

Social Marketing =social solutions for marketing

objectives

• A partnership between a company and a social cause for mutual benefit

• A way for companies and brands to help themselves by helping society

• Examples include: Kelloggs Australia/Kids Help Line; Tesco UK/Computers for Schools; VISA USA/Read Me A Story; Sky TV UK/Reach For The Sky; Sears Roebuck USA/Get Back Give Back; British Gas/Help the Aged

Consumers are attracted to it

• Latest UK Business in the Community/Research International survey (November 2000) showed:

• Growing consumer awareness and acceptance of social marketing

• 67% participation in a social marketing initiative of some kind

• Of these, 77% felt more positively about relevant brand; 48% changed behaviour by: switching, trialling or increasing usage

• 59% would be more likely to use/recommend/be loyal to brand

• Consumers who were aware of the social marketing campaigns scored the relevant brands significantly higher on three key brand affinity measures: comfort, innovation and trust

Consumers accept the ‘deal’

• Reasons given for non-participation in social marketing campaigns:

prefer to support good causes another way 4%

too many schemes like this 3%

don’t agree with this type of scheme 1%

it’s the Government’s job, not business’ 1%

it’s just a cover-up for anti-social activities 7%

• 67% of consumers think more companies should be involved in social marketing(Business in the Community/Research International)

Employees are motivated by it

• 9 out of 10 workers whose company has a social marketing programme feel proud of their company’s values vs. 56% in companies without

• 87% feel a strong sense of loyalty to their employer vs 67% in companies without social marketing programmes

• 56% of workers wish their employers would do more to support a social cause

• Amongst Ivy League graduates, good corporate reputation ranked no.2 among factors influencing choice of employer; behind career growth potential but ahead of salary, benefits, corporate financial performance, and sports and social facilities

(US: Cone/Roper)

Investors, regulators and legislators are expecting it

• Since July 3rd 2000, all UK pension funds must declare their policy on social, ethical, environmental investing

• From 2001, the London Stock Exchange listing rules include reputation and probity in Directors’ responsibilities for risk

• Company Law Reform set to impose/encourage triple bottom line reporting: financial, environmental/social

• FTSE4Good from June 2001

Government expects it

• Tony Blair:– “The 21st century company will be different. Britain’s

most successful companies are realising that every customer is party of a community, and that social responsibility is not an optional extra.”

• Kim Howells, formerly Minister for Corporate Social Responsibility:– “The business case made for widening the reach of

corporate social responsibility (CSR) - and for CSR managers to have the ear of their CEO directly - tends to focus on the issue of reputation management…image is easier to communicate if it matches reality. In short, there are gains to be made from embedding a CSR mentality in your business.”

Role of social marketing

To combine the consumer power of brand marketing

with the reputation benefitsof corporate citizenship

Combining corporate strengths

•Shares my values

•Believes in the things I do

•Can be trusted to do the right thing

•Is a force for good

•Satisfies my needs

•Is a big brand that can get things done

•Rewards me for my purchase decision

•Does good every now and again

‘Corporate citizenship’ ‘Brand marketing’

Low consumer impact; risk of ‘dull and worthy’

Low opinion former impact; risk of ‘superficial’

A powerful combination

‘Corporate citizenship’ ‘Brand marketing’

Inspirational use of brands to help social progress

Social marketing

Delivers tangible benefit to me, my

family, my community

Brings values as well as value

Is a force for long-term good

Social marketing is an efficient reputation tool

different sites/divisions

media

local communities

customers

suppliers

social marketingcampaign

staff

NGOs/voluntary sector

opinion formers/regulators

Social marketing campaigns: the potential opportunities

• Define brands on an emotional level

• Attract customers and build loyalty

• Attract, retain and inspire employees

• Gain favourable media coverage (esp.

local/regional)

• Gain approval from opinion formers, investors

• Improve relationships with local communities and

suppliers

Social marketing campaigns:the dangers and pitfalls

• Dominance of a charity/good cause brand

• Best Practice Disease: identikit programmes that deliver

little distinctive brand benefit

• Lack of focus: piecemeal programmes which try to tackle too

many issues in too little depth

• Lack of creativity: different standards applied to

social/community projects than to mainstream communications activities

• Superficial partnerships: short-term, exploitative links with

charities and causes (potential for cynicism, or even hostile backlash)

Developing a social marketing strategy:

Sky case study

Start with brand values

Start with brand values

Challenge, innovation, creativity, entertainment

Specify marketing objectives

Challenge, innovation, creativity, entertainment

Marketing objectives

Specify marketing objectives

Challenge, innovation, creativity, entertainment

Marketing objectives‘Softer’ side of Sky

Middle England mums

Not just sport

Identify social cause

Challenge, innovation, creativity, entertainment

Social cause Marketing objectives‘Softer’ side of Sky

Middle England mums

Not just sport

Identify social cause

Challenge, innovation, creativity, entertainment

Social cause Marketing objectivesBrand most trusted by

teenagers

Poor careers advice in schools

No link between jobs/passions

‘Softer’ side of Sky

Middle England mums

Not just sport

Find the common ground

Challenge, innovation, creativity, entertainment

Social cause Marketing objectivesBrand most trusted by

teenagers

Poor careers advice in schools

No link between jobs/passions

‘Softer’ side of Sky

Middle England mums

Not just sport

Find the common ground

Challenge, innovation, creativity, entertainment

Social cause Marketing objectives

inspire teenagers to

see what they can be

Brand most trusted by teenagers

Poor careers advice in schools

No link between jobs/passions

‘Softer’ side of Sky

Middle England mums

Not just sport

Create an inspiring campaign

Challenge, innovation, creativity, entertainment

Social cause Marketing objectives

inspire teenagers to

see what they can be

Brand most trusted by teenagers

Poor careers advice in schools

No link between jobs/passions

‘Softer’ side of Sky

Middle England mums

Not just sport

Create an inspiring campaign

Challenge, innovation, creativity, entertainment

Social cause Marketing objectives

inspire teenagers to

see what they can be

Reach for The Sky

Brand most trusted by teenagers

Poor careers advice in schools

No link between jobs/passions

‘Softer’ side of Sky

Middle England mums

Not just sport

Reach For The Sky

• Fresh, inspiring approach to career advice: backing from DfEE, schools career services, community partners, parent groups; working with public and voluntary sector experts to deliver innovative, top quality content

• Fully integrated campaign (TV, radio, magazine, website, grass roots career development workshops)

• Sky employees involved as mentors• Over 1 million website users• Over 14 million viewers of TV ads• 500,000 magazines distributed• 19 locations for workshops around UK • Evaluation shows significant marketing and social

impact, and internal benefits

A fully integrated corporate campaign

Reach For The Sky

on-air

website

0800 no.

cinema

grass roots

nationwide

tactical marketin

g

customer loyalty

employee participati

on

magazine

Marketing impact

• Customer perception of Sky doing good work in the community: 30% to 47%

• 73% of customers who are parents more likely to continue subscribing

• 53% of customers who aren’t parents more likely to continue subscribing

• 46% of non-customers more likely to subscribe

• 25% of general public more favourable to Sky

(Research International)

Social impact

• 92% of teenagers more motivated about potential careers

• 62% improved decision making skills• 75% more opportunity aware• 80% more self-aware• 91% improved career choice skills• 72% discovered new talents(Oxford University/DfEE Measurement of Guidance Impact)

Employee impact

• 73% increase in numbers volunteering• 79% of mentors improved skills• 86% greater pride and loyalty• 92% more productive• “I’d almost get attacked at parties when I

mentioned I work for Sky in the past. Reach For The Sky is part of changing this. Good PR and putting profit and turnover to good use. It fits with the company ethos and is doing something different and new.”

(Sky internal research)

Nike – zoneparcs/sport4londonschools

• Nike zoneparcs:– working with DCMS/DfEE/Youth Sport Trust to tackle

bullying/racism in schools via credibility of Nike brand– branded areas and structured activities to promote

positive use of break times in school• Nike sport4 londonschools:

– good cause component of Nike 10km London run in Summer 2001

– runners’ nominations win equipment for London schools– Good Business managing:

• campaign promotion• schools recruitment/participation• Nike staff involvement• fulfilment

DaimlerChrysler: Sport for Good

• Social marketing initiative a key component of the new Laureus Sports Awards, the world’s first sporting “Oscars”

• Good Business created and now manages the Sport For Good Foundation, supporting projects around the world which harness the power of sport to bring about social change

• Projects include: the Mathare Youth Football League in Kenya, tackling environment and health issues in one of Africa’s worst slums; Midnight Basketball in Virginia, USA, tackling urban youth crime, and Youth Sport Foyle in Ireland, bringing together previously divided communities through sport

Key learnings

Sole branding: to deliver ownership

Strong communication: to deliver awareness

Real investment: to deliver credibility

tailor-made programmes are best

Putting it into practice

Design strategy

Select cause

Create campaign

Designing a strategy

• Business social activity can be assessed on two key measures:– corporate vs consumer– responsible vs progressive

Corporate vs Consumer

• Corporate social marketing initiatives:

– reflect corporate status

– target opinion formers

– deliver low overall awareness (no word-of-mouth)

• Consumer social marketing initiatives:

– reflect the emotional component of brands

– target customers

– deliver high levels of awareness (word-of-mouth)

Responsible vs Progressive

• Responsible social marketing initiatives:– comply with best practice

– give resources to charities/good causes

– target niche, underprivileged groups

• Progressive social marketing initiatives:– demonstrate leadership and innovation

– use brands for social change

– target wider society

Consumer focus

Corporate focus

Responsible

Progressive

Consumer focus

Corporate focus

Responsible

Progressive

SAFE AND SOUND

LICENCE TO OPERATE DO-GOODER

DISTINCTIVE HERO

Hero Brands

Socially responsible within the business

+Social leaders outside the business

Selecting a cause

• Merits of potential social causes can be assessed on two key measures:– Expression vs Association – Edgy vs Populist

Expression vs Association

• A social cause that expresses the brand:

– instant/obvious fit

– ownership of a sector benefit

– related to a core competence

• A social cause with which to associate the brand:

– driven by target audience rather than brand/product

– reflecting corporate status

– could be done by anyone

Edgy vs Populist

• Edgy social causes:– are less well supported

– offer greater risk/reward

– are more efficient

• Populist social causes:– are over-subscribed

– are safe

– require greater investment

Expression

Association

Edgy Populist

Expression

Association

Edgy Populist

Microsoft: child abuse

Tesco: Computers for SchoolsWalkers: Books for SchoolsSainsbury’s: Comic ReliefVISA USA: Read Me A Story

British Gas: Help the AgedSky: Reach For The SkyNike: zoneparcs

MTV: AIDSMates: AIDS

Expression

Association

Edgy Populist

√

√

√

Example for a telecoms company…

Expression

Association

Edgy Populist

RACISM

LONELINESS

COMMUNITY

COMMUNICATION

FUNDRAISING

ENVIRONMENT

DEVELOPMENT (micro-credit)

Creating a campaign

• Social partners• Vehicles eg:

– sport– music– culture

• Mechanics eg:– sponsorship– sales promotion– Staff volunteering– Customer/staff fundraising

Development process

Development process

•Briefing•Stakeholder interviews•Concept generation•Social issues: other activity •Social partners•Promotional mechanics•Marketing partners

P, AD, AM

Concept

Development process

•Briefing•Stakeholder interviews•Concept generation•Social issues: other activity •Social partners•Promotional mechanics•Marketing partners

• Liaise with Corporate Affairs team•NGO, pressure group activity•Check for:HostilityImpact Flexibility

2 weeks

P, AD, AM P

Concept Issue risk assessme

nt

Development process

•Briefing•Stakeholder interviews•Concept generation•Social issues: other activity •Social partners•Promotional mechanics•Marketing partners

• Liaise with Corporate Affairs team•NGO, pressure group activity•Check for:HostilityImpact Flexibility

•Consumer focus groups

2 weeks 2 weeks

P, AD, AM P AD, AM

Concept Issue risk assessme

nt

Test concepts

Development process

•Briefing•Stakeholder interviews•Concept generation•Social issues: other activity •Social partners•Promotional mechanics•Marketing partners

• Liaise with Corporate Affairs team•NGO, pressure group activity•Check for:HostilityImpact Flexibility

•Consumer focus groups

•Incorporate consumer learnings•Budget•Timeline•Partners•Specify social and marketing objectives•Evaluation criteria

2 weeks 2 weeks

P, AD, AM P AD, AM P, AD, AM

Concept Issue risk assessme

nt

Test concepts

Refine concept

Development process

•Briefing•Stakeholder interviews•Concept generation•Social issues: other activity •Social partners•Promotional mechanics•Marketing partners

• Liaise with Corporate Affairs team•NGO, pressure group activity•Check for:HostilityImpact Flexibility

•Consumer focus groups

•Incorporate consumer learnings•Budget•Timeline•Partners•Specify social and marketing objectives•Evaluation criteria

•Partner negotiations•Comms. campaign•Creative materials

2 weeks 2 weeks

P, AD, AM P AD, AM P, AD, AM AD, AM, AE

Concept Issue risk assessme

nt

Test concepts

Refine concept

Planning/ logistics

Development process

•Briefing•Stakeholder interviews•Concept generation•Social issues: other activity •Social partners•Promotional mechanics•Marketing partners

• Liaise with Corporate Affairs team•NGO, pressure group activity•Check for:HostilityImpact Flexibility

•Consumer focus groups

•Incorporate consumer learnings•Budget•Timeline•Partners•Specify social and marketing objectives•Evaluation criteria

•Partner negotiations•Comms. campaign•Creative materials

•Launch•Events•Partner management•Comms.•Evaluation•Refreshment

2 weeks 2 weeks ongoing

P, AD, AM P AD, AM P, AD, AM AD, AM, AE

P, AD, AM, AE

Concept Issue risk assessme

nt

Test concepts

Refine concept

Planning/ logistics

Activation

Managing a campaign

Make sure it’s not just ‘Charity of the Year’

A range of relationships to be managed

Key relationships to be managed

BRAND

Good Business:

Project management, PRInternal:

Social partners: Marketing partners:

Activation:

Evaluation:

Enrolment, employee involvement

Charities, Government,

schools, councils etc

Set benchmarks: social and marketing

impact

Design, fulfilment, events,

promotions,advertising etc

Media, other brands

Good Business services

• Commercial audit and benchmarking of community investment

• Cause-related marketing campaign• Social sponsorship programme• Community investment programme• Social programme for employee pride• Charity partnership programme• Social risk reduction plan

Hero Brands

Socially responsible within the business

+Social leaders outside the business