Time to get Strategic in Social Marketing · 2016-09-22 · Wednesday 21 September 2016, Pre-workshop 2: Time to get Strategic in Social Marketing: The added value of applying Social

Wednesday 21 September 2016, Pre-workshop 2:

Time to get Strategic in Social Marketing:

The added value of applying Social Marketing principles to social programme design as well as delivery

Professor Jeff French

Marketing principles

enhance policy, strategy

development and increases

the impact of social

programmes.

Social Marketing goes

beyond tactics to enable

systemic social

programmes that are valued

by recipients.

My Thesis:

Issues we will explore

• How Social Marketing principles, concepts and techniques add value to social policy development and implementation.

• How Social Marketing can be used to enhance policy selection and the building of more citizen centric social programmes aimed at influencing behaviour.

Content 1. Why we need to put more emphasis of the strategic

application of social marketing

2. How Social Marketing can enhance social policy making as well as delivery

3. How Social Marketing can be used upstream to inform and add value to policy selection and refinement

4. How Social Marketing can be integrated into the strategic planning process

5. How to engage with policy makers

Do we apply social marketing Pop quiz

1: Have clearly defined behavioural objectives

for all interventions?

2: Build strategy around creating value for

citizens?

3: Develop targeted interventions aimed at

identified segments of the population?

4: Develop an intervention mix based on

insight, evidence and theory?

5: Set out a clear evaluation plan capable of

measuring behavioural impact and

efficiency?

Does your organisation:

YES – NO

YES – NO

YES – NO

YES – NO

YES – NO

Big Problem:

Under utilisation &

Misinterpretation

of Marketing

in Government

Private and NGO

sectors

Why we need a

strategic approach

to Social Marketing

in as well as an

operational one

Exercise:In 2’s

List what you think theweaknesses of many

social programmes are…..

Better Use of Public Funds and Serve the people better

Theresa May Sauli Niinisto

Features of many social programmes

1. Short term

2. High cost

3. Crude understanding of behaviour change

4. Focused on cure not prevention

5. Poor co-ordination

6. Poor evaluation

Evidence and Insight informed Policy?

Evidence and Insight Policy

Evidence in search of policy

Eminence based policy

Policy in search of evidence

Policy counter to the evidence

Policy with evidence

The reality… slightly different

Policy in search of a headline

The big frustrating questions for Donors and Governments

• What is the impact of the funds we invest?

• What is the ROI?

• What have we learnt?

Started in a New Jersey prison in the 1970’s.

Research conducted by Petrosino & the Campbell Collaboration shows that :

Instead of turning kids

away from crime they are about 12% more likely to commit a crime

Governments must focus more on RCTs & Evidence Based Policy Making

RAPID

Policy Outcome Mapping

Approach

Step 1: Describe the policy environment at the end and beginning of the timescale.

Step 2: Identify key policy actors and ‘boundary partners’

Step 3: Describe the behaviour of the key actors/boundary partners

Step 4: Map the key changes in behaviour

Step 5: Map the key changes in the project

Step 6: Determine level of impact/influence

http://www.odi.org.uk/sites/odi.org.uk/files/odi-assets/publications-opinion-files/7815.pdf

Knowledge

Attitudes

Behaviour

Inform and legislate

OK But not enough

Strategic Social Marketing

From passive recipients to

Active Co-creators

The global tsunami of popular dissatisfaction with political leaders

• Fall in trust in authority

• Falling social cohesion

• Fear of the future

• Pessimism

Citizens want to be a big part of the solution.

I do not believe you

I do not trust you

Listen to me

I am in control now

Help me solve the problems

A new politics of the common good

more scrupulous politicians,

more demanding idea of what it means

to be a citizen

MICHAEL SANDEL

NEW CITIZENSHIP

The fatal conceit = The state and

experts know best and can order

society

• Policy fails when interventions are

developed according to a rational

plan derived by experts

• Policy works when citizens have

been involved in the process of

problem identification, solution

generation, delivery and evaluation

Complex but not Complicated

We know a lot about how to

create and sustain social change

but the new challenges are not

the same as the old ones

Nathan Coley

1. Informed by Evidence

2. Informed by citizen Insight

3. Informed by Science

4. Clear objectives

5. Embedded learning systems

6. Stakeholders involved

7. Strategic focus and congruent tactics

Effective Policymaking involves:

HE AND SHE DON’T EXIST

ECONOMIC MAN AND WOMAN

Alternatives to legislation and education are grabbing the attention of policy makers

Nudge Positive or only minor penalties

• Avoidable

• Passive, and easy, i.e. require little effort

• Low cost, to both the person and to the organisation

utilising them

The value/cost exchange matrix© 4 Primary Forms of intervention

Incentive Reward

Disincentive Punish

Active Decision

Conscious / Considered

Automatic / Unconscious

Passive Decision

Hug Smack

ShoveNudge

eg: A Fineeg: Reward for not smoking

eg: A default saving scheme

eg: Restrictions on sale time and age for alcohol

4. Trust 1. Authority

2.Liking

5. Framing 1.Computation

2.Salience

3. Priming

4.Low attention

processing

6. Social Norms1.Reciprocity

2.Value attribution

1.Rapid Cognition1.Mindless Choosing

2.Status Quo Bias

3.Ego Depletion

4.Decision fatigue

2.Loss & Gain1.Consistency

2.Temporal discounting

3.Anchoring

3. Feedback1. Incentives

2.disincentives

Influencing social behaviour is complicated, it requires effort and

the application of science and planning

French J. Strategic Social Marketing Ltd 2016. ©

‘Expert Derived interventions’

‘Value to

Citizen’

Based Strategy

Evaluate Learn and feedback

Consult and Adapt to User Needs

Delivery

Strategies, Programmes and Plans

Expert Defined: Need, Solutions and Objectives

Policy Aims and Targets

Existing Expert defined model of planning social interventions

Exercise in 3’s

• How could this model be changed to reflect and include more citizen input?

Citizens engaged in design of Evaluation ,Learning, and feedback

Delivery with and through citizens and communities

Strategies, Programme and Plans tested with citizens

Engage Users in Design, Development, Implementation, Evaluation

Expert Defined Solutions and Objectives

Citizen Wants and Needs, Knowledge, Attitudes and Belief

Policy Aims and Targets informed by citizen research

Value to Citizen Model

Behavioural Economics was yesterdays magic bullet

What about today and tomorrow?

What’s Next1. Data, Evidence, Insight and

Intelligence informed analysis

2. Systemic analysis and delivery

3. Citizen centric planning, delivery & evaluation

4. Programme co-design and delivery

5. Mixed experimental, trial and error methodology

6. Continuous performance monitoring

Social programmes based on:

– What people value deeply: trust, respect , security, etc.

– Strategic & Systemic approach

– Sustained evidence based programmes

– Clear achievable goals

Exercise

Make a list of all the criticisms you think can be levelled at current Social Marketing practice from both practical and ethical perspectives.

The Key

Principle

The 4

Key Concepts

Multiple

Techniques

Essen

tial E

lem

en

ts f

or

all

So

cia

l M

ark

eti

ng

Pro

gra

mm

es

Co-creation of

Social Value

1.Value development & delivery

2.Citizen insight driven

3.Explicit goals & objectives

4.Competition analysis & action

1. Development of SMART objectives

2. Systematic planning

3. Managed delivery

4. Systemic situational analysis including

PESTLE, systems and cultural analysis

5. Stakeholder and community analysis,

engagement and management.

6. Process impact and outcome evaluation

Etc.

The Social Marketing systemic bullet

1.Value development & delivery

2.Citizen insight driven

3.Explicit goals & objectives

4.Competition analysis & action

Thinking like a Marketer

Social Marketing• Powered by

– Marketing, management science & iterative improvement

• USP

– Effectiveness, efficiency and collective co-creation of social value

• Ideology

Utilitarian pragmatism

Social Marketing Delivers:

How Social Marketing can enhance social policy making as well as delivery

Rejection of the View that:

Social Marketing is just a methodology focused on better campaign design

This framing diminishes the impact that Social Marketing can have on social policy and programmes

Progressing the fieldIt is time for social marketing to embrace a Strategic as well as operational approach to adding social value.

Strategic Social Marketing is an approach that emphasizes:

Systemic

Interdisciplinary

Critically reflexive

Creative

Ethical

Multi-level

Multi-faceted

Beyond the Simplistic and Formulaic

EG:

Organisation and competitionStructure of and relations between stakeholders delivering interventions

Goals and objectivesCompetition to the desired behaviourPolicy agenda

CostCosts associated with change in consumer behaviours ( Opportunity costs , financial costs , social costs etc.)Costs associated with non-intervention and continued previous behaviours

ConsumerConsumer orientated

Community participant ownedCo-creation of value

Research drivenEvaluation

ProcessTheory and designRelational thinkingConsumer orientatedStrategicHolisticLong-termCo-createdValue drivenStakeholder and community engagement

Channels / StrategiesProductPricePlacePromotionPeoplePolicyAdvocacyPRMedia RelationsInformation

CircumstancesSocial and structural environmental, influenced by political agenda, social norms, media and other external environmental factors

Gordon’s (2012) rethought and retooled social marketing mix

Inform

Educate

Support

Design

Control

Hug Nudge Shove Smack

Behaviour Intervention Matrix

‘de-CIDES’

‘Value/Cost Exchange’

The behavioural intervention matrix. French 2008

Exercise

List the reasons why you think Social Marketing may need to adopt a more strategic approach.

Illustrate your answers with some examples.

Systemic

Strategy

and

Operational

Planning

http://www.stelamodel.com/

Policy

Strategy

Tactics

Operations

Marketing

Informed

and

SupportedNot just

tactics and

operational

delivery

Strategic Social Marketing

“The systemic, critical and reflexive application of social marketing principals to enhance social policy selection, objective setting, planning and operational delivery

As well as individual factors Strategic Social Marketing is focused on:

1. Structural factors

2. Social and cultural factors

3. Environmental factors

4. Political factors

5. Economic factors

6. Technological factors

Social Marketing

By applying marketing principles, concepts and techniques, utilised at:

• Individual level

• Microsystem level

• Mesosystem level

• Exosystem level

• Macrosystem level

http://home.snu.edu/~hculber/points.htm

Exercise

Think about a social issue that concerns you to which Social Marketing may be applied.

How would you go about understanding the systems surrounding the issue?

Systems thinking(Senge, 1990; Flood and Jackson 1991), that according to Bammer (2003, p1):

“Aims to combine systems thinking and participatory methods to address the challenges of problems characterised by large scale, complexity, uncertainty, impermanence, and imperfection”.

• Recognises the limits of knowledge

• Explores the restrictions and assumptions made about hard systems (well-defined and quantifiable) and soft systems (ill-defined and not easily quantified).

Example of a Complex systems analysis

Vic Health: Systems Approach

https://www.youtube.com/watch?v=pZU8MYGqm2s

Pro-tobacco control researchers (public

health/social marketing etc.)

Pro-tobacco researchers

Policy makers

Tobacco industry

Media

Pro-tobacco NGOs (e.g.

FOREST)

Tobacco Control NGOs (e.g. ASH

Scotland)

Licensed trade and hospitality

industries

Citizens - groups of smokers

Citizens - groups supporting smoke-free

Citizens -groups unsure about smoke-

free

Over-stated

public health

harms/civil

liberties/socia

l ostracism

Public health/

effects on

business/

view of the

electorate

Effects on

business/

civil liberties

of smokers/

nanny state

Effects on

business/

civil liberties

of smokers/

nanny state

Civil

liberties of

smokers/

nanny

state

Public

health

harms

Effects

on

business

Civil

liberties/

social

ostracism

Public

health/civil

liberties of

workers

Civil

liberties/

social

ostracism/

public

health

Public

health/civil

liberties of

workers

Cigarettes

Smoke-

free

legislation

Problematisation Interessement Enrolment Mobilisation

Actor Network for smoke-free Scotland

Key: Researchers = BLUE / Participants = GREEN / Other stakeholders = RED / Non Human Actors = GREY / Problematization of each actor = PURPLE

See: Gordon, R., Gurrieri, L. (2014). Towards a reflexive turn: Social marketing assemblages. Journal of Social Marketing, 4(3): pp261-278.

Habits of a systems thinker

Systems thinking is not a step-by-step process, or formulaic approach

Systems thinkers take an iterative approach to trying to understand and tackle issues

Figure: Habits of a systems thinker

Look at the habits of a systems thinker.

Do you employ these habits when analysing problems ?

If you have not, think about why you haven’t tried to understand the problem from a systems perspective?

Exercise

How Social Marketing can add value to strategy development

Social Value

Do People in Copenhagen cycle to save the environment?

S No they cycle because its:

1. Faster2. More convenient3. Low cost4. Easy5. Gives them independence

Social Marketing

Exercise in 4’s

What types of value can be created through Social Marketing programmes?

Personal ValueSocial Value

Economic Value

Others……

Environmental Value

Economic Value

Cultural vale

Dimensions of value• There are multiple dimensions of value – i.e. the different

types of value you may perceive in something.

Requires systemic analysis and development

Los Angeles | London | New Delhi | Singapore | Washington DC | Boston

By Jeff French & Ross Gordon• April 2015• £34.99• ISBN: 9781446248621

“For anyone interested in great social marketing practice in the 21st century, and how it needs to adapt as our understanding

of behaviour change evolves, this publication is chock full of good practice and

smart strategy.”Dan Metcalfe

Deputy Director - Marketing, Public Health England, UK

http://www.uk.sagepub.com/books/Book237965

How Social Marketing adds value to Policy, Strategy, Tactical, and Operational delivery

Policy Policy aims

Social value to be created

Social good to be achieved

Strategy GoalsTarget groupsPartnersCompetition Intervention mix

Tactics Impact and outcome objectives

Methodology and plans

Operations Process objectives

Management

Review and learning

The contribution of Social Marketing to social policy

Strategic

Social

Marketing

1. Inputs citizen insight into policy and strategy selection and development

3. Informs the selection of

interventions and civic engagement

4. Contributes citizen input into strategic review and performance management and

evaluation

2. Input into target setting,

segmentation and competition analysis

How Social Marketing can assist the Policy development process

1. Collection and analysis of citizen and stakeholder understanding, views and needs, to inform policy selection and development.

2. Behavioural intervention modelling based on theory, insight ,evidence and practice.

3. Setting measurable policy objectives, targets and behavioural objectives.

4. Audience and stakeholder segmentation.

5. Pretesting policy, services, campaigns & interventions.

6. Modelling impact, outcomes and return on social marketing investment.

EG:Social Marketing

enhances strategy by supplying citizen insight

Strategic Social Marketing

‘A deep truth about the citizen based on their behaviour, experience, beliefs, needs or desires, that is relevant to the task or issue and rings bells with targeted people’

Sir David Varney, 2006

Defining Insight

Priests bless

the car seats

How to create a valued

product or service?

Example: Child care seats

AED

CORE INSIGHTS‘My child is safest in my arms’

‘God will decide

when to take my baby’

Segmentation Variables

Demographic Geographic

Behavioural

l

Psychographic

Segmentation Variables

AgeGender

Life stageSexualityIncome

Occupation

Education Religion

RaceGeneration Nationality

World, region or country

Postcode

City / inhabitants size

Density – urban rural

Home type

Home ownership

Climate

Occasions (regular, social)

Benefits (quality, service, convenience)

User status (non user, ex user,

potential..)

Usage Rate

Readiness stage

Attitude towards product

Social Class

Motivations

Aspirations

Lifestyle

Values, Beliefs

Attitudes

Personality

Who?

What? Why?

Where?

Exercise

Think of examples about how citizen insight has impacted on policy selection or delivery?

Why do People in Christchurch NZ not ride the bus?

• People think:

• Its complicated

• Its not convenient

• Its slow

• Its not safe

• Its dirty

“It’s a loser curser”

This Girl Can (2015 UK)

EG: Social Marketing helps

strategy by creating clear goals and SMART

objectives

A lady who sold her house to raise funds for Kids Company said

“ the evaluation report is completely unclear 5 of

its 11 pages are just photographs of children”.

If you can’t measure it you can’t manage it.

What gets measured gets done

Efficiency is doing things right.

Effectiveness is doing the right things.

SMART Objectives

Men in the Stillbrow Ward aged between 35 and 45 will reduce their smoking rate from the current level of 40% to 30% by September 2012.

This means that based on the current (April 2009) population level at least 210 med will have stopped smoking for more than six months verified through the agreed physiological testing protocol.

The Behavioural Bottom Line

SMART Behavioural Goals

Source: Stacey RD. Strategic management and organisational dynamics: the challenge of complexity. 3rd ed. Harlow: Prentice Hall, 2002.

When to use SMART Objectives and when to use more general Goals

SMART OBJECTIVES AND PRESCRIBED SYSTEMS AUDIT

GOALS AND EVALUATION

101

UK

total casualties grew by 3%,

and total accidents by 2%.

Total casualties and

accidents declined by 12%

and 11% respectively.

For more information see:

www.thinkroadsafety.gov.uk

Performance Culture

EG: Social Marketing

fosters the co-production of

value

Co-design

Co-delivery

Co-production

Co-appraisal

Co-development

Co-testing

Co-implementation

Co-review

Co-evaluation

Co-dissemination

Co- value creation

•Viral marketing

•Permission Marketing

•Relationship Marketing

Co-production

Co-production

• , “A key change is to move to a co-production model, building on local assets and empowering people to engage on health. The approach in this model should be “how can I help you with your outcomes?” not just “how can you help me with my outcomes”.

This will need a new style of

facilitative leadership.”

Professor Chris Drinkwater, President of the NHS Alliance

www.sph.nhs.uk/lgcolloquiumrepo

Co-Creating Value

Value co-discovery - means engaging citizens in identifying priorities.

Value co-design - involvement of citizens in designing programmes.

Value co-delivery - citizens as agents of change.

Value co-representation - citizen involvement in interpretation, evaluation, and learning.

Co-Creating valueIf social change programmes do not ensure value is delivered, then value may also be reduced by citizens.

For example 18-35 olds with Type 1 Diabetes often miss annual health checks. Unsurprising given the ‘value barriers’ & how value is destroyed by Hospitals e.g.:

Value is destroyed by

Waiting rooms that smell badNo free Wi-Fi No privacy Long waits

For more details see: http://www.epode-international-network.com/

How can we gather perspectives of stakeholders?

How can we go about engaging them and acknowledge their views and contributions?

Exercise

EG: Social Marketing

develops competition analysis and strategy

Competitor Analysis

An assessment of the strengths and weaknesses of current and potential future competitors.

Provides both an offensive and defensive strategic context to identify opportunities and threats.

Brings together data into one framework.

Fleisher & Bensoussan, 2003, 2007

Competitor ProfilingKnowledge of rivals offers a legitimate source of competitive advantage. Competitive advantage consists of offering superior customer value.

Profiling facilitates this strategic objective in 3 ways:

1. Reveals strategic weaknesses that you can exploit.

2. Helps you anticipate the strategic response of rivals to your strategy and changes in the environment.

3. Enables strategic agility. Offensive and defensive

strategy can be implemented faster.

Social Marketing Competitive Forces

Understanding the competition and taking action

Meet the Super Humans Forget everything you thought you knew about humans

http://www.youtube.com/watch?v=kKTamH__xuQ

Horizon scanning for future Competition

How Strategic Social Marketing can beintegrated with strategic planning

Often poorly done especially in Social Marketing strategy development

Many organisations operate on informal impressions, conjectures, and intuition gained through non-systematic gathering of information.

This can place organisations at risk of dangerous competitive blind spots due to a lack of robust analysis.

The biggest threats we face are ones we don’t see not because

they’re invisible, but because we are wilfully blind.

We have cognitive limits, we filter what we take in.

We admit information that makes us feel good & filter out what unsettles our egos & beliefs.

Ideology and socialisation influence what we see as important. • Fear of conflict /punishment• Fear of change • Impulse to obey and conform• Money and other rewards influence selection

1. Re-examine & keep questioning everything.

2. Travel between Perspectives. Between disciplines, is where real insight can be found.

3. Know the Limits of Cognitive Capacity. Long hours, stress and dead lines result in more error.

4. Seek Disconfirmation. Hire dissidents.

5. Challenge Complexity. Provoke scepticism around complexity.

6. Endure the Noise. Fear of debate becomes self-perpetuating.

“Without conflict, everyone remains afraid and blind.

Heffernan “What could I know, should I know, that I don’t know? What am I missing here?”

LEVITT’S MARKETING MYOPIA

CUSTOMER NEED DECISIONS

PRODUCT AND MARKET DECISIONS

STRATEGY

STRATEGY

T. Levitt (1960) Marketing Myopia Harvard Business Review 38, July- Aug 29-47

Is your strategy railroads or transportation?

CORPORATE LEVEL STRATEGY

“What business to be in and how to manage it”

“What social issue is key and how to

tackle it”

Describe the corporate aim of your organisation………..

Exercise

Aims, Objectives and Goals

Behavioural Aim:

Broad purpose of a project. Can be long, medium

or short-term statements of what is to be achieved

with a broad population group.

Behavioural Goal:

Description of desired behaviour.

Behavioural Objective:

Description of desired behaviour in a specific

population segment that is observable and

recordable.

Data

Evidence

Insight

Situational analysis

Aim ObjectiveGoal

EG: Improve the

uptake of chlamydia screening

EG:25% of 17-

21 year olds in London will attend screening

by the end of 2016

EG:Practice

nurses and GPs will refer for testing

Young women

request ‘all clear’ from

partners

Behavioural

Focus on a few priorities Better three programmes that meet their targets than 100 that do not

THE STRATEGIC PROCESS

Strategic Analysis

Strategic Choice

Strategic Implementation

These three tasks are iterative in nature.

Review Implementation Tactics

Results Conclusions

Generate Options

Test OptionsDetermine feasibility

suitability acceptability

Select Strategy

Analysisvv

6 TYPICAL STEPS IN ANALYSIS

1. Determine current mission and strategy

2. Perform PESTL analysis

3. Perform SWOT analysis

4. Summarise results of analysis & conclusions re PESTL and SWOT

5. Generate strategic options and analyse each against results and conclusions of SWOT analysis

6. Make selection based on agreed criteria

SWOT & PESTL Analysis

• Strengths

• Weaknesses

• Opportunities

• Threats

• Political

• Economic

• Social

• Technological

• Legal

Should be prioritised for both potential impact and likelihood

Should be prioritised for both significance and ability to change

Generating intervention options

Ideas come from:

1. Meta reviews

2. National or international guidance documents

3. Case study or programme write ups

4. Related fields (E.g. examples from the health sector being used

to trigger interventions in the environment sector)

5. Analysis of existing intervention programmes

6. The target audience members

7. Stakeholder and or partner organisations

Seeking agreement about selection criteria

Criteria needs to be decided by the stakeholders responsible for intervention development and delivery.

Selection criteria used should be clear, congruent and transparent.

Criteria for Evaluating Strategic Options

SUITABILITY

REALISM

CONSISTENCY

FEASIBILITY

RISKS

POTENTIAL REWARDS

FIT WITH ANALYSIS, SUSTAINABLE, CONSISTENT WITH MISSION?

ARE THE AIMS AND OBJECTIVES REALISTIC?

ARE ALL ELEMENTS OF THE STRATEGY COMPLEMENTRY ?

TIME, RESOURCES, SKILLS, KNOW HOW?

WHAT ARE THE RISKS AND CAN THEY BE MANAGED ?

ARE THE FORECAST OUTCOMES WORTH THE INVESTMENT?

1. Is there broad citizen support for the aims and methodology?

2. What is the most cost effective mix that can deliver SROI and VFM?

3. Is the policy and intervention mix ethically defensible?

Additional Social Marketing intervention selection criteria

Strategic selection of the right Social Marketing Intervention Mix

Approach : Policy, Strategy, Tactics, Operations

Level : Individual, Small Group, Community, National , International,

Interplanetary

Influence target: Knowledge, Attitudes, Behaviour

Focus :Issue, Setting, Life Course

Type of Intervention : Control, Inform, Design , Educate, Support

Form of Intervention : Hug, Nudge, Shove, Smack

6 Sets of strategic considerations and tools ( 14 combinations)

Level :

Individual Small Group Community National International

Ap

pro

ach

:P

olic

y S

trat

egy

Tac

tics

Op

era

tio

ns

Influence target : Knowledge Attitudes Behaviour

Focu

s :

Issu

e

Sett

ing

Lif

e C

ou

rse

The value/cost exchange matrix© 4 Primary Forms of intervention

Incentive Reward

Disincentive Punish

Active Decision

Conscious / Considered

Automatic / Unconscious

Passive Decision

Hug Smack

ShoveNudge

eg: A Fineeg: Reward for not smoking

eg: A default saving scheme

eg: Restrictions on sale time and age for alcohol

service provision / practically assist / promote access / social networking / Social mobilisation / careSupport

inform /communicate / prompt / trigger / remind / reinforce/ awareness/explain/ make awareInform

enable / engage / train / skill development / inspire / encourage / motivate / develop critical thinking / counselEducate

Controlcontrol / rules / require / constrain / restrict / police / enforce / regulate / legislate/ incentivise / disincentives screen / treat

Designdesign in or change physical product /environment / organisational system / technology / process / technology

5 Intervention Types (deCIDES)

Inform

Educate

Support

Design

Control

Hug Nudge Shove Smack

Flip-flops &

lollipops

Understand what matters to your policy and strategy customer:

In this case the customers are the people who control the policy and strategy making procedure.

What most politicians care about is being seen to do a good job and doing a good job.

The ‘Exchange’ Cost/Benefit Proposition

Investment in scoping

and coordination

The potential pain

of change

Loss of total control

Transition costs

Speed of response

Improved impact

Enhanced learning

Enhanced citizen

support and

engagement

Enhance reputation

Improved VFM and ROI

Policy Maker views of Social Marketing

Tactics for influencing governments and organisations about the utility of Social Marketing.

1. Scan and respond to policy proposals & strategies that could benefit from Social Marketing.

2. Inform politicians and officials about the positive effects of Social Marketing by running seminars, conferences, debates and workshops.

3. Arrange for Social Marketing experts and people who have led successful Social Marketing programmes to speak at policy and political events.

4. Provide briefing packs and summaries of the evidence of the impact of Social Marketing.

Tactics for influencing governments and organisations about the utility of Social Marketing.

5. Encourage and support social marketing practitioners at local and regional level to communicate with their elected officials and senior public servants about social marketing.

6. Work with special interest groups who are interested in social marketing or are already applying it to influence politicians and public officials.

7. Work with public policy research institutions, academic institutions and think-tanks on joint papers or joint events to promote social marketing in the policy arena.

8. Brief and offer training to public officials and professional associations in the application of social marketing.

Social Marketing Strategic Planning

Function Function

Evidence, Insight & Analysis, Goal setting & Planning Recommendations

Social Marketing Plans Organisational Goals &

Resource Allocation

Implementation & Tracking Results, Evaluation & Learning

How social marketing should be positioned to support the strategic planning function within organisations

Conclusions

Multi-level approaches:

Up-stream, Instream and Down-streamanalysis and action

Apply Social Marketing

operationally and strategically

European Centre for Disease Control (ECDC) Technical Guide to Social Marketing (2014). French J, Apfel F. http://ecdc.europa.eu/en/publications/Publications/social-marketing-guide-public-health.pdf

Enhanced democratic engagement

Social Marketing is the best software for:

• Selecting

• Developing

• Applying

• Evaluating

Programmes focused on influencing social behaviour

European Centre for Disease Control (ECDC) Technical Guide to Social Marketing (2014). French J, Apfel F. http://ecdc.europa.eu/en/publications/Publications/social-marketing-guide-public-health.pdf

Policy

Strategy

Tactics

Operations

Marketing

Informed

and

SupportedNot just

tactics and

operational

delivery

Little Fish

More efficient, effective and

responsive social

programmes

Big Fish

Increased Social ValuePowered by insight, co-creation and systemic programmes

You have the opportunity to be at the cutting edge of science and evidence driven social policy

intervention design

Please accept this challenge!

Los Angeles | London | New Delhi | Singapore | Washington DC | Boston

By Jeff French & Ross Gordon• April 2015• £34.99• ISBN: 9781446248621

STRATEGIC SOCIAL MARKETING

“For anyone interested in great social marketing practice in the 21st century, and how it needs to adapt as our

understanding of behaviour change evolves, this publication is chock full of good practice and smart strategy.”

Dan MetcalfeDeputy Director - Marketing, Public Health England, UK

http://www.uk.sagepub.com/books/Book237965

Many Thanks

[email protected]

http://wsmconference.com/washington-dc-2017/