Social Marketing for Health in the Workplace

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© Sandra C Jones 2011

Social Marketing for Health in the Workplace

Prof Sandra Jones

Director, Centre for Health Initiatives


Leading causes of death in Australia (AIHW, 2010)

Males Females Coronary heart diseases Coronary heart diseases

Lung cancer Cerebrovascular diseases

Cerebrovascular diseases Dementia & Alzheimer disease

Chronic obstructive pulmonary disease Lung cancer

Prostate cancer Breast cancer

Dementia and Alzheimer disease

Chronic obstructive pulmonary disease

Colorectal cancer Heart failure and complications

Diabetes Diabetes

Unknown primary site cancers Colorectal cancer

Suicide Unknown primary site cancers


Leading causes of burden of disease and injury in Australia (AIHW, 2010)

Coronary heart disease

Anxiety and depression

Type 2 diabetes

Dementia

Stroke

Lung cancer Chronic obstructive pulmonary disease (COPD) Adult-onset hearing loss

Colorectal cancer Asthma


Selected health risk factors, people aged 25–64 years, 2007–08 (AIHW, 2010)

Males Females Total Daily smokers 23.8 19.3 21.6

Risky or high-risk alcohol consumption

16.3 11.5 13.9

Sedentary exercise level 34.4 34.4 34.4

Overweight or obese 70.8 56.1 63.6

Insufficient fruit intake 56.8 44.4 50.5

Insufficient vegetable intake 93.5 89.7 91.6

High blood pressure 9.3 9.0 9.2

High blood cholesterol 7.3 5.5 6.4


•  What is it?

•  How is it done? (and how do I know if I’m doing it?) •  Can it be done in the workplace (and on a limited budget)?


What is social marketing?

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What is social marketing?

•  “The application of commercial marketing technologies to the analysis, planning, execution, and evaluation of programs designed to influence the voluntary behavior of target audiences in order to improve their personal welfare and that of their society" (Andreasen, 1995).

•  Focus on voluntary behaviour change

•  Influence groups to benefit society – improve public health

•  Framework or process to bring about change at a group or community level

•  Applies concepts and techniques of commercial marketing to promote voluntary behaviour change.


•  History of Social Marketing –  1970s – term first coined

–  1980s – growth, mass media focus

–  1990s – development of field, influence of behaviour change theory and other research

–  Current situation & future direction


The Context of Social Marketing

•  Health Education

•  Health Promotion •  Advocacy

•  Community Development

•  Environmental Adaptations •  Critical Marketing

•  Policy Change •  Law Enforcement


What social marketing is not

•  Social advertising •  Just about communications

Social Marketing

Creating & sustaining behaviour change


Who is the target?

•  Social marketing is generally (traditionally) used as a means of eliciting behavior change from consumers ((e.g., people with suboptimal levels of physical activity)

•  HOWEVER, there is a move towards broadening the definition to include ‘social marketing’ to governments, policy makers, industry groups, urban planners etc etc –  e.g., Maibach (2003) re promoting physical activity


Application of Commercial Marketing Principles

•  Consumer Orientation –  Researched understanding of target market knowledge,

attitudes and behaviour

–  Needs of consumer key focus in social marketing process

–  May be needs that the consumer is unaware of

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•  Market Research –  Guides all aspects of SM planning and practice

–  Includes formative research, pre-testing, monitoring and process evaluation, summative evaluation (impact and outcome)


•  Integrated Planning Process –  Setting goals & measurable objectives

–  Developing strategies

–  Management systems

–  Evaluation & research for continuous improvement


•  Concept of Exchange –  Each party gives and receives for the mutual satisfaction of

needs

–  Consumer must perceive that benefits outweigh costs

–  Must provide the product and emphasise the benefits that the consumer wants


•  The Marketing Mix and Customer Value –  Consider the 4 Ps which should combine to provide maximum

value to the target market •  Product (brand, reputation, packaging)

•  Price (monetary cost, other cost) •  Promotion (advertising, merchandising, public relations)

•  Place (physical distribution of the product)

–  Considerations for each of the 4 Ps should focus on maximising benefits as perceived by the target market


•  Market Segmentation –  Dividing target market into groups to better understand their

current behaviours

–  Segments based on different variables, (eg., demographic, psychographic, behavioural)

–  Each segment requires separate evaluation and application of the 4 Ps


•  Competition and Differential Advantage –  What is the competition offering and how can we differentiate

from that

–  Competition may be the behaviour itself (eg., smoking)

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How is it done? (and how will I know if I am doing it?)


Social Marketing Benchmark Criteria

•  French and Blair-Stevens (2006) released eight benchmark criteria to describe principles that social marketing campaigns adhere to when applied correctly.

1.  Behaviour Change 2.  Research

3.  Theoretical and Informed

4.  Insight-Driven 5.  Exchange

6.  Competition 7.  Segmentation

8.  Mixed Methods (4 Ps)


Strategic Social Marketing Processes

•  Researchers and practitioners around the globe have identified and described strategic social marketing processes that have proven to be successful

•  These processes range from as few as three to as many as seven or more phases in their application.

•  In the UK, the NSMC implemented theTotal Process Planning Model (NSMC 2006b, 2006c), which consists of five key phases: –  Scope: –  Develop: –  Implement: –  Evaluate: –  Follow-Up:


© Sandra C Jones 2011 © Sandra C Jones 2011

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© Sandra C Jones 2011 © Sandra C Jones 2011

Can social marketing be done in the workplace (and on a

limited budget)?


Why do social marketing in workplaces?

1.  Access to a large proportion of the Australian workforce

2.  Many workers are exposed to illness and injury as a result of their work and the work environment

3.  Within the individual work site, programs can address specific needs of workers

4.  All parties can benefit: employers, employees, family and community


Why is social marketing ‘better’ than worksite health promotion?

•  The consumer orientation of social marketing requires that the target audience is involved in development of the program, and that it is positioned in a way that meets their needs

•  Reduces the risk of workers feeling coerced to participate •  Segmentation and tailoring means that individual employees

can address their own health priorities

•  Continuous monitoring and feedback means program can be evaluated and improved


1. Scope

•  Consider ‘the problem’ carefully before looking for answers

•  Think about your objectives –  What do you want to achieve?

–  Are your objectives achievable

–  Are they realistic

–  Are outcomes measurable

–  Think about evaluation upfront

•  Develop goals •  Engage with relative stakeholders & partners

•  Review resources available •  Consider ethical issues


•  Worksite heath promotion programs typically collect ‘data’ –  Absenteeism, workers compensation, medical costs

–  Health Risk Assessment (HRA)

–  Organisational Health Survey

•  Social marketing programs include formative research with employees (about needs, goals and interests) –  Focus groups/interviews

–  Employee Interest Survey •  How do employees want to receive program information •  What health components are they most interested in addressing

and how?

•  What types of groups might employees be most inclined •  to join?

•  Which employees have expertise that may be useful to the program?

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Case Study: Utah Department of Health

•  Workplace SM program to increase fruit and veg consumption and physical activity

Formative research:

•  Four-item interest survey emailed to all employees (40% response rate)

•  Three focus groups and 18 in-depth telephone interviews •  Addressed the ‘4 Ps’

Segmentation

•  Prochaska’s “Stages of Change”

•  Primary target audience = preparers © Sandra C Jones 2011

2. Develop

•  Test out the campaign proposition

•  Determine the social marketing mix •  Identify incentives and barriers to behaviour change

•  Segmenting and define the target audience

•  Refining aims and objectives and determine indicators of success in the short, medium and long term

•  Pre-tested, refine and adjust campaign components



•  Social marketing planning group and evaluation team reviewed research findings

•  Key recommendations arising: –  Interest in group activities that include social support

–  Opportunities to eat 3 (of the 5) F&V, and do 30 minutes exercise, at work

–  Announce group progress in fun, creative and visible ways

–  Structured activities

–  Active support from supervisors for participation

–  Incentive system (for individuals and groups)

–  Preferred communication: email, PA system, posters, supervisor

–  Preferred content: increasing F&V and PA can be inexpensive, fun, easy; develop confidence


3. Implement

•  Roll out the social marketing intervention

•  Make adjustments where needed •  Need to manage the process of implementation and

properly engage with key stakeholders



•  Communication and promotion: posters, public announcements, lobby display, weekly emails, supervisor promotion

•  Environmental changes: improve quality and selection of F&V in cafeteria; exercise release policy (30 mins x 3 days/week)

•  Ongoing activities: bureau challenge, walking groups, photo treasure hunt

•  One-off activities: kick-off activity, recipe tasting contest, picnic in the park, closing celebration


4. Evaluate

•  Evaluate the campaign’s: –  impact

–  outcomes

–  cost-effectiveness

•  Monitoring and evaluation is considered throughout all phases of the total process planning model

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•  Process evaluation: –  mid-course (n=25) to assess satisfaction and achievement of

aims

–  Resulted in adjustments to the program

•  Outcome evaluation –  ‘primary’ treatment group (Cannon building, n=600) received

10-week social marketing intervention

–  ‘secondary’ treatment group (Medical Triangle; n=170) received a WHP communication intervention (weekly email, posters, brochures)

–  19-item questionnaire (measured F&V, exercise, stage of change, self-efficacy, perceived support from organisation and others, response to intervention)


•  Primary group – positive changes on 12 of 17 variables (including measures of F&V, exercise, and self-efficacy)

•  Secondary group – positive change on only one variable

•  Those in the social marketing group: –  were significantly more likely to participate in moderate

physical activity –  increased their consumption of fruit and vegetables

–  reported significantly higher perceptions of commitment for healthy lifestyles from the organization (and supervisors)

–  Significant positive changes among ‘preparers’ and ‘contemplators’


Summary

•  Social marketing: –  been shown to be a successful tool for bringing about positive

changes in health-related behaviours

–  does not require mass media (or million dollar budgets)

–  has been successfully applied in communities, schools, health care settings, and – increasingly – in workplaces

•  Effective social marketing programs require attention to the principles of social marketing; and a comprehensive process of scoping, planning, implementation and evaluation

•  Social marketing in the workplace can overcome many of the barriers associated with workplace health promotion

•  There are LOTS of resources available to workplaces that can be utilised at no cost (you do not have to re-create the wheel)


Centre for Health Initiatives @CHI_Sandra Centre for Health Initiatives

www.uow.edu.au/health/chi

Graduate Certificate in Social Marketing for Health 1 year part-time

Social Marketing for Health Intensive Program

Day 1: Principles of social marketing; formative research; program planning Day 2: Social marketing implementation; evaluation

Next course: October 2011

Social Marketing for Health in the Workplace

Health & Medicine

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