Social Marketing and BME Groups
An Introduction
20th July 2010
Professor Jeff FrenchPhD, MBA, MSc, Dip HE, BA, Cert.Ed
Strategic Social Marketing Ltd
Why we need to apply social marketing principles
What Social Marketing is and is not
Some examples
Some suggestions for improving impact among BME communities
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How Much do you know about social marketing ?
Continuum Exercise
Poverty
Inequality
Social exclusion
Public sector efficiency and effectiveness
User responsiveness
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People who make you an offer
that you can’t understand
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Valuing different sources of learning
criminology
marketing
AND MANY MORE…
2005 45% 2008 38%
Government target > 50% by 2009
£10 billion spent
£8 billion in the community
£4 billion not taken
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INSIGHT
Behaviour
Method MixAudience
Segmentation
Behaviour Theory & Behavioural Goals
Intervention mix & Marketing mix
Blair-Stevens, French 2005
Customer
Customer Triangle
Scope Test EnactLearn
&
Act
Add some marketing and get a much bigger result GP Survey named Tower Hamlets as the most improved PCT ,
improved by 8% in 2008
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x
Many key societal challenges
climate change
poverty
recyclingalcoholphysical activity
theft
obesitypollution
drug usesexual health
smoking
violence
inequality
HIV / Aids
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Strategic Social Marketing Ltd
Demographic
male
born 1948
British
2nd marriage
affluent
well known family
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What causes binge drinking ? You only have to look at the price list(Bar manager)
Binge drinkers consider it their right, It’s a release for the working class to forget their lives(Youth worker)
Supply Side logic
Socio political logic
Insight is the key
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“Its very important to get drunk. I’m spending money and I want to get drunk, and if I don’t its just a waste of money!”Quoted in Alcohol Harm Reduction Strategy for England
Cabinet Office 2004Personal contextual logic
Insight is the key
“Its very important to get drunk. I’m spending money and I want to get drunk, and if I don’t its just a waste of money!”Quoted in Alcohol Harm Reduction Strategy for England
Cabinet Office 2004
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Highest disposable income
Huge and growing Capital worth
More technologically advanced than people think
Increasingly disability-free and healthy life expectancy
Buy over half of luxury goods
Women spend 20% more on clothes than younger counterparts
You want it how you want it
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Strategic Social Marketing Ltd
MORI survey in 2005 following words best described public service,
Highest ranked words: Bureaucratic Infuriating Faceless Hardworking Unresponsive Unaccountable.
Lowest ranked words: Friendly, Efficient Honest Open.
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Only 43% of public sector workers consider it very important to develop more flexible and personalised services
Increasing choice for users was seen as the least important strategic objective by senior public sector managers over the next year with 49% saying it was not important.
( Source: House of Commons Public Accounts Committee AT Kearney Consultancy 2008)
The State and experts know best
They don’t
Jeff, Welcome to Your Amazon.com™ (If you're not Jeff French, click here.)
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“It’s not about telling and selling.
It’s about bringing a relationship mind set to everything we do”
Jim Stengel Global Marketing Chief Proctor & Gambel
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If you can get them asking thewrong question the answersdon’t matter
Thomas Pynchon
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Strategic Social Marketing Ltd
Wrong question: How about a new initiative?
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Information is important ... but it can be misinterpreted!
Information is often misunderstood
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The RightQuestion
How can I create environments products and services that help people change?
Residents who go to a council gym, swimming pool or leisure centre able to go for free as long as they attend at least once a week for four weeks.
6,203 people getting in shape under the £500,000 scheme.
Successful in attracting more than 70 per cent participants from minority ethnic communities including significant numbers from the Bangladeshi, Pakistani and African-Caribbean communities – many of them women.
Marketing Competence
My child is always safest in my arms.
God decides when to take my baby.
CREATE A SERVICE…
…have a priest bless the car seats.
AED
Longer term BENEFITS
Turning into
more immediate
BENEFITS
Short term COSTS
Reducing Make our ‘product’
&
We need to
Benefits
Barriers
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Benefits
Barriers
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Strategic Social Marketing Ltd
INSIGHT
Behaviour
Method MixAudience
Segmentation
Behaviour Theory & Behavioural Goals
Intervention mix & Marketing mix
Blair-Stevens, French 2005
Customer
Customer Triangle
1. Active engagement of individuals and communities
2. Set explicit objectives
3. Use ‘segmentation’
4. Use combined approaches
5. Coalitions and coordination
6. Interventions driven by theory, evidence and insight
7. Sustain and appropriately funded interventions
8. Evaluate, adjust and learn
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3 core concepts‘Insight’
Developing a genuine insight into the reality of the everyday lives and experiences of the audience is critical.
‘Exchange & prompts to change
What the person has to give in order to get the proposed benefit , or a prompt that helps the person change behaviour.
‘Competition’
Whatever is being ‘offered’ will always face external and internal competition (e.g.: the power of pleasure, habit, addiction, etc).
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Not hard to reach But easy to miss
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Insight Emotional connection trumps facts or Nagging
Psychological cost Psychological benefitSocial cost Social benefitFinancial cost Financial benefitPhysical cost Physical benefitTime cost Time benefit
Incentives to reduce or increase
v
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Domestic waste recycled was up 4.7%
Prizes for residents who stuck their contact details into empty bottles etc
More than half say that taking part in the lottery has made them more environmentally aware - and encouraged them to recycle more regularly.
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Homer v Spock
Mid brain v Prefrontal Cortex
Opt in
Presumed consent opt out
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do not
‘Prompts , Nudges, Choice Architecture’:
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Youth programme brought groups together to tackle the issues
Result: an accepting social norm was created that increased the number of girls becoming pregnant (LSHTM Dr Nenel)
One in six who went on course end up pregnant
Girls on the course three times more times likely to become pregnant that those who did not take part
A study of some Israeli childcare centers offers a good real world example of how market incentives can crowd out non-market norms. The centers faced a familiar problem - parents sometimes came late to pick up their children, and so a teacher had to stay with the children until the tardy parents arrived. To solve this problem, the childcare centers imposed a fine for late pick-ups. What do you suppose happened? Late pick-ups actually increased. Now if you assume that people respond to incentives, this is puzzling. You would expect, wouldn’t you, the fine to reduce, not increase the incidence of late pick-ups? So what happened? Introducing the fine changed the norms. Before, parents who came late felt guilty; they were imposing an inconvenience on the teachers. Now parents considered a late arrival a service for which they were willing to pay. Rather than imposing on the teacher, they were simply paying her to stay longer.
attention
engagement
3 core principles
Behaviour and behavioural goals
The purpose is to achieve measurable impact on behaviour.
The ‘Intervention and Marketing Mix’ Based on the evidence that to achieve behavioural goals there will be normally need to be a range of interventions.
Audience segmentationMoving beyond the traditional focus on demographics and service use, impact statistics to include behaviour and psycho-graphic aspects
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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.
▪ Numbers of people who asked a GP for a CXR 64% to 76%
▪ Target GP practices increased CXR referrals three times that of non-target practices
▪ 20 additional cases diagnosed during the campaign
▪ Stage I&II increased from 11% to 19%
de-CIDES behaviour framework© (Improving lives together. Prof Jeff French Clive Blair-Stevens Harnessing the best behavioural interventionand social marketing approaches)Westminster City Council. 2010)
5 primary intervention domains
Inform
Educate
Support
Design
Control
Design
Inform
Educate
Support
Control
The 5 influencing domains
Inform
Educate
Support
Design
Control
Communicate Remind Trigger
Teach Engage Inspire Skill
Service Provide Assist
Alter environment EngineerChange context
Regulate Legislate Monitor Police
Make aware
Model
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Inform
Educate
Inform
Educate
Support
Design
Control
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Inform
Educate
Support
Design
Control
Double Income No Kids
Person Inheriting Parents Property
Self Centred Urban Male
Single Income No Boyfriend Absolutely Desperate
Single income Two Children Outrageous Mortgage
Loads Of Money But A Right Dickhead
DINKE
PIPPIE
SCUM
SINBAD
SITCOM
LOMBARD
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Range of segmentation options
Demo-graphic
Behavioural Psycho-graphic
Geo-graphicAge / Life-stageGenderFamily SizeIncomeOccupation Education Social Class
Postcode / Locality Community / Village Town / City Rural / Urban density Region National boundary
Occurrence & frequency Degree or duration of behaviour Context and location of behaviour Public / Private nature of behaviour Degree of social acceptability / stigma Extent of actual (or potential) benefits Attitude to behaviour (problem & desired) Extent of related service / product usage Attitude & readiness towards change in relation to problem & desired behaviour Ability to achieve & the access issues
Attitudes and readiness to adopt Degree of positive motivation Degree of resistance Personality profile / type Values (personal & community) Beliefs & Perceptions Knowledge & understanding Self-efficacy / Self esteem Degree of dissonance (stated vs actual)
Adapted from Kotler, Roberto, Lee (2002)
Religion RaceSexual identity Physical ability Health status Lifestyle / Generation Identity / Nationality
Continent / Global region Climate Physical environment Ability to access Mobility / Transportation
need to belong
need to stand out
need for control
need for release
de-stressdrinker
boredomdrinker
social
indiv
idual
depresseddrinker
borderdependent
drinker
communitydrinker
re-bondingdrinker
machodrinker
hedonisticdrinker
Note: subsequently updated June 2009
Initial DH alcohol typologies
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To succeed we need to move from:
‘Expert defined product’ model
‘Value to user’ model
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Marketing
not selling
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IncentiveReward
DisincentivePunishment
ActiveConscious Decision
Passive Unconscious Decision
E.G.: Financial reward for not
smoking
The value/cost exchange matrix 2010©
E.G.: Road bump to deduce
car speed
E.G.: Penalty fine for
littering
E.G. :Savings default
scheme
Nudge
Hug
Shove
Smack
Scope Test EnactLearn
&
Act
Legacy of the 2003 COI common good Ethnic Minority Communities qualitative research report:Its not necessary
Its too difficult
Its divisive
The need for a comprehensive BME insight research programme
Analysis of data from that National Child Measurement Programme indicates that children from the Pakistani, Bangladeshi and black African communities are more likely to become overweight or obese than their white British counterparts
The original How are the Kids? survey and the materials that were sent in response were only available in English. We have always recognised that tailored materials, using other languages and culturally specific advice would allow Change4Life to engage with other communities in a more meaningful way. In consequence, we appointed a specialist ethnic marketing agency and worked closely with primary care trusts and local authorities in three areas – Luton, Bradford and Lambeth & Southwark – to design bespoke programmes.
Need insights re BME groups at the start of all programmes not half way through
Clear aims and objectives within all programmes that include specific BME targets
Investment in cross sector coordination andclarity of responsibility between the state, BME communities , private sector and NGO sector
Sufficient BME market, insight and research, data analysis and evidence reviews
More effort on evaluation and spreading good practice
Sufficient investment, long term planning
Strategic Social Marketing Ltd
Professor Jeff FrenchPhD, MBA, MSc, Dip HE, BA, Cert.EdStrategic Social Marketing LtdRegistered Company No : 6963216www.strategic-social-marketing.orgAttabara, Conford , Hants, GU307QW
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