Documente Academic
Documente Profesional
Documente Cultură
lives together
Page
Preface 04
Summary 05
1. Introduction 06
2. Influencing people’s behaviour 07
3. What is social marketing? 08
4. Social marketing’s key features: The ‘customer triangle’ 10
5. Social marketing’s national 8 point benchmark criteria 11
6. The ‘de-CIDES’ behaviour framework 18
7. Using social marketing strategically (as well as operationally) 21
8. Total Process Planning (TPP) framework – managing complexity 24
• Scoping
• Developing
• Implementing
• Evaluating
• Following-up
9. Useful resources and further reading 44
03
Preface
Improving our impact and effectiveness
Informing, empowering and assisting people to change behaviour sits at the
heart of Westminster City Council’s key strategic challenges. Issues such as
Summary
summary
Social Marketing is the approach
we use to influence the behaviour
of audiences for the public good.
It’s about helping people live
The checklist and the de-CIDES
framework provide the tools
to identify the right approach.
Once this is achieved the social
the uptake of services, recycling, active transport, health, crime prevention happier, healthier lives. marketing ‘Total Planning Process’
and civic engagement all require that we engage in planned programmes that is the framework for delivering a
It starts from the perspective of the
seek to inform or influence behaviour. campaign, from scoping the project
customer or service user, segments
There is a need to inform, engage and support both staff and the people we through testing and implementation
the audience and uses interventions
serve, for reasons of open and transparent service delivery but also because to evaluation and follow through.
that run with the behaviour of the
we know it is more effective and efficient. group, seeking in many campaigns This booklet also stresses that social
To do this, we need to ensure that we have developed clear insights about to encourage good behaviour rather marketing should be part of an
the people we serve, clear objectives, systematic programmes of action and than censure bad habits. organisation’s strategic framework
ways of measuring progress. to analyse and address problems.
In this booklet we set out some
This is because the principles of
Communications staff have a key role to play in this approach to developing of the core tools of social marketing.
researching, responding to and
citizen-centric approaches to service design and delivery. Our real challenge There is an explanation of what
influencing the people we serve,
is to support all council staff to use insights and develop evidence and social marketing is, but also an
to help them, should be central to
data-driven approaches, sustaining behaviour that will enhance the lives eight point checklist that you can
the values of any public authority.
of our residents. use to apply the theory to audiences
that you are seeking to influence. The social marketing process
There is also a need to demonstrate value for money and make savings. This will allow you to identify which should bring rigour and results to
This can be done by applying the systematic social marketing approach tactics are right in a given situation. the sort of campaigns that local
set out in this booklet. government runs every year to
This assessment should be set
support our communities.
in the context of the five ways to
influence behaviour – the de-CIDES
framework which allows you to see
what sort of strategy is necessary to
achieve your objective.
05
Alex Aiken
Director of Communications and Strategy,
Westminster City Council
1 2
1. Introduction 2. Influencing people’s behaviour
06
Social marketing: Improving lives together Adding value through informing,
influencing and empowering
Raising our aim: Improving impact are able to respond to these There is a great deal of evidence
and effectiveness and improving expectations we must focus on, that recognises that it is rarely
our services and be able to provide, flexible enough to tell someone something
Social marketing is increasingly and responsive services. a few times and hope they
being used to strengthen will change. In practice, we
and enhance the impact and need to combine information
effectiveness of strategies,
programmes and services
Westminster City provision programmes with other
approaches. For example, we
designed to improve people’s Council is adopting should back up information and
lives. This booklet provides a
simple overview of what it is and
a resident-driven awareness raising with supply of
practical support and services.
how its concepts and techniques approach to This includes making adjustments
can be integrated into our work. providing better to the physical and social
environments that make things
Involving residents in services and easier to achieve, and getting the
service delivery outcomes, and is right balance of incentives and
restrictions, which can positively
Success comes not from treating
people as passive and dependent working to apply the motivate people (see the de-CIDES
recipients, but rather by finding latest behavioural framework later in this booklet).
ways to actively involve and
engage them in the development intervention and
and delivery of services. social marketing
Delivering ‘value’ approaches to its
The old days, when service users communications
were made to feel grateful for the strategy.
public services they were provided
with, are largely over. Increasingly,
people want to be treated as 07
respected consumers and
customers, and are much
clearer about what they need
and want. To ensure that we
3
3. What is social marketing?
08
While social marketing can be
described in different ways, Not to be Opening up the definition
one of the simplest is to think of
it as “using marketing to improve
confused with:
people’s lives” – rather than in Social Advertising: Social marketing
the commercial world where focuses on understanding people Social marketing French, Blair Stevens 2006
marketing is used to sell a and behaviour and seeks to make
product or service to people. a positive impact on them. Social
Social marketing is not something
advertising can contribute to this, marketing 2 social good 5
but only if it can be shown to have systematic
new (the term was first coined alongside 3 to achieve
a positive impact on the behaviours application 1
around 40 years ago). It is a other concepts 4 behavioural goals 6
being addressed. and techniques
mature discipline which has grown
and developed to integrate learning Social Media: New and social
and evidence from a range of media can be valuable in
different methods and approaches. communicating to and proactively
engaging audiences, but social
marketing is much wider than this
Definition: and goes beyond the use of new
1 Systematic application
To emphasise that while social marketing
4 Other concepts and techniques
Social marketing can be approached both
social media channels.
“Social marketing might involve a number of key concepts and
principles, when used properly it is applied
as a set of ideas, a mind-set or philosophy,
and as a set of practical tools or techniques
is the systematic in a systematic and rigorous way. that can be used and applied.
tio
eti
mp
Different types
of exchange Description Note
3. Theory informed theories might be most relevant at
Theory involves looking at the the time, recognising that this will Positive Where encouragement and This should always be based
vary in different circumstances. incentives are used, and on what the people involved
underlying ideas about what it is exchanges efforts are made to ensure will value (not just what those
believed will, or could, influence eg paying residents any barriers or difficulties are leading the work value).
a behaviour in a given situation.
4. Developing insight to recycle removed or minimised.
The key is to bring these (often This is about moving from an initial
Negative Where there are disincentives or This needs to be used with
unquestioned) underlying ideas focus on understanding the lives penalties used to make behaviour caution, where there is a clear
exchanges
to the surface, so that they can be and behaviours of people, towards difficult or unrewarding. ethical and social mandate, as
developing a deeper insight into eg fining residents counter reactions can undermine
examined openly. for not recycling programme goals if not carefully
what is likely to move and motivate considered and handled.
It is important to avoid simply
them in a given situation or context.
adopting one theory, or set of
theories, and then applying this to
The key is to identify potential Passive Where the context or
situation encourages adoption,
As above, there needs to
be a clear ethical and social
15
actionable insights that can be exchanges without necessarily being mandate for these approaches
every context. Instead, the focus
used to inform the development of eg use of ‘opt out’ actively considered. to be successful.
needs to be on considering the
interventions or service delivery. rather than ‘opt in’
context and then assessing which on consent forms
16
6. Tackling the competition The task is to understand what 8. Methods mix
There will always be a range may be competing for people’s In most cases, singular
of competing factors that can attention, and/or their willingness interventions are less effective than
work to undermine achievement or ability to adopt a desired multi-component interventions.
of the adoption and maintenance behaviour, including both external This means the relative balance
of behaviour. Some of the and internal competition. or mix between interventions or
competing factors are obvious approaches is vital.
and others less so.
When considered at the strategic
level this can be described as
This can include: ‘the intervention mix’ while the
term ‘marketing mix’ is sometimes
External • direct: promotion of a counter negative behaviour used at the operational campaign
competition • indirect: something which takes up the attention or time level. The ‘de-CIDES’ framework
of the audience (making it harder to motivate and adopt
a positive behaviour). (see overleaf) is a practical tool
that can help in establishing and
Internal • people’s feelings and attitudes selecting the right methods mix.
competition • self esteem and self efficacy
• the power of pleasure involved and the enjoyment
of an alternative behaviour
• the pull of risk taking
• habit and addiction.
Design / Context:
• Design, alter physical, social or organisational context or environment,
engineer, harness technology.
Control / Regulate:
Inform Educate • Control, establish rules, require, constrain, restrict, police, enforce, regulate, legislate.
Case Study
Council is applying the principles backs, as well as bike rallies. The ‘hugger’
of social marketing to help inform character also had his own Facebook and Twitter
its overall policy and operational page. Crucially, all 39 motorcycle dealerships
delivery. User insight and feedback in Norfolk promoted the programme, providing
is fed into all policy discussions a Hugger Riding Pack to anyone buying a new
and is used to track and bike or moped – encouraging them to take
evaluate the success of council the skills challenge. 23
communications programmes.
In the year following the programme’s launch
in 2008, fatalities fell from 13 to 10 and serious
injuries from 89 to 83. This 8.8% reduction
contrasts favourably with a national 3.5% fall.
8
8. Total Process Planning (TPP)
framework – managing complexity
24
Understanding the TPP framework The TPP framework also recognises
Total Process Planning The differences between a Planning that the methods and approaches
French, Blair Stevens 2005 selected will vary according to
Framework, Process and Tools
are important ones. Most planning what the Scoping work decides
guides and resources set out a is most relevant, based on
pre-determined ‘process’ or set of understanding and insight into
Scope Develop Implement Evaluate Follow-up tasks to undertake. Use of the TPP the lives and behaviour of those
framework deliberately adopts a being addressed.
different approach. For example, planning and
The approach underpinning developing a new community
TPP is based on: service (or re-orientating an existing
Total Process Planning (TPP) In short the TPP framework service) will be quite different to
a) feedback about how people planning and developing a new
provides a practical framework consists of: actually plan and develop work
within which the range of tasks media PR campaign, or undertaking
1: 5 stages – deliberately intended in practice, and a local advocacy initiative.
involved in developing and
to be distinct and sequential b) a review of the plethora of different
delivering effective behavioural
programmes (or campaigns or 2: Various task areas within each planning models and approaches.
interventions) can be effectively stage – which are rarely sequential.
planned and managed. Planning Planning Process Planning
Each stage involves a range While the 5 main Framework Tools
of key tasks, described as
‘Key Task Areas’.
stages are designed Managing Establishing a tailored Many different
27
Total Process Planning (TPP) framework
Purpose Output Outcome
Scope To examine, select Summary scoping A decision on which
28 and agree on which report with intervention option(s)
intervention option(s) recommendations to take to the next
to test on potential ‘developing’ stage
intervention options
Establishment of
good stakeholder
relationships and
evidence base
Implement To “go live” with the Effectively managed Positive impacts on the
intervention, spotting product or service lives and behaviour of
additional opportunities (or project / intervention the relevant audience(s)
and managing any risks / campaign /
programme) Positive impacts on
relevant wider systems
Relevant data capture
Maintained commitment
of key partners and
stakeholders
• Re-looking at the segmentation Remember that even well responsibilities for partners
options to be clear about which developed insights may not and stakeholders during the
audience groups are going prove to work with audiences. next implementation stage.
to be prioritised and refining • Adjusting and tailoring plans Ensuring systems for
and tailoring behavioural based on feedback from capturing key data and
objectives accordingly. pre-testing. Sometimes radical intelligence are in place.
adjustments may made need to
Developing a specific intervention be made if audience feedback
or ‘product or service’ indicates this is necessary.
• Drawing on ‘exchange’ concepts
Confirmation of the
to understand what will be
evaluation approach
valued by the audience, to inform
the intervention or marketing • Reviewing and confirming the
‘mix’. Looking at how an aims and objectives of the work
intervention can be developed to aid subsequent review and
that makes it easy for people evaluation. Note: It is good
to change their behaviour, eg practice to ensure a degree
an environmental ‘nudge’, an of independent evaluation is
incentive or reward, a system identified before work starts,
37
that makes it easy for people so that process as well as
to behave in the desired way. the impact and outcome of
work is reviewed.
38
Implementing
“Going live”
Purpose Output Outcome
Implement To “go live” with the Effectively managed Positive impacts on the
intervention, spotting product or service lives and behaviour of
additional opportunities (or project / intervention the relevant audience(s)
and managing any risks / campaign /
programme) Positive impacts on
relevant wider systems
Relevant data capture
Maintained commitment
of key partners and
stakeholders
9
9. Useful resources and
Total Process Planning (TPP) framework
further reading French, Blair Stevens 2005
44
Websites Further reading Scoping
Westminster City Council Social Marketing and Public • ‘Expectations review’ and ‘challenge or problem statement’
www.westminster.gov.uk Health: Theory & Practice • Initial time frame planning and risk assessment
2009: Oxford University Press • Team, partner and stakeholder development
Strategic Social Marketing Jeff French, Clive Blair-Stevens, • Initial contextual analysis (S.W.O.T. & S.T.E.E.P.L.E.)
www.strategic-social-marketing.org Dominic McVey & Rowena Merritt • Reviewing existing knowledge and learning from previous work
COI behaviour and • Reviewing resources and assets
National Social Marketing Centre
communications review • Understanding people’s lives: Initial audience(s) profiling and segmentation
www.nsmcentre.org.uk
2009: Central Office for Information • Understanding people’s behaviour(s): Initial behavioural analysis
• Considering the competition
COI Payback and Return on • Examining specific behaviours to focus on and writing initial
Marketing Investment (ROMI) behavioural goals
in the Public Sector
• Reviewing and selecting intervention options and appropriate ‘mix’ (de-CIDES)
2009: Government Communications • Reviewing potential ethical issues and implications
Network (GCN) & Central Office
of Information (COI) • Writing a summary ‘Scoping Report’
Price (cost)
2006: Sage Publications
Place (setting/context)
Alan Andreasen
Promotion (package)
Implementing
• Active tracking of initial and ongoing responses
• Opportunity spotting
• Identifying and managing potential threats
• Continued stakeholder engagement and mobilisation
• Information and data capture
Evaluating
• Impact evaluation
• Process evaluation
• Outcome evaluation
• A written draft summary evaluation report
Following-up
• Holding a partner and stakeholder review meeting to consider
the draft Evaluation Report findings
• Active thanking strategies to show appreciation to those who have contributed
• Holding a decision-maker, funder or commissioner meeting
• Capturing and promoting the learning