Tài liệu The Basics of Social Marketing - How to Use Marketing to Change Behavior docx

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SOCIAL MARKETING FOR BEHAVIOR CHANGE
All these actions require an individual, or a community, to change a
behavior in order to improve the quality of life for that individual, or for
the community as a whole. This is what social marketing is all about.
Social change happens when you change internal attitudes, external
structures, and/or work to make behavior unnecessary. Let’s use the
example of highway traffic safety. You can try to change internal
attitudes about seat belt use by convincing people through education
and persuasion. You can try to change external structures, those out-
side the individual’s control, by using public policy to mandate seat
belt use. Or, you can move all the way upstream and create cars and
highways that are so safe you don’t need to convince or mandate that
people use seat belts; thus, making the individual behavior unnecessary.
Social change is a messy process and not the purposeful action of an
architect. It is the synergy of efforts of multiple change agents. Many
practitioners believe that permanent, large-scale behavior change is
best achieved through changing community norms — a process that
can require time and patience.
Public health professionals understand that people don’t change behaviors easily. In fact,
people are more likely to adopt a new idea quickly if it exhibits these characteristics:
➤ It has a relative advantage over what exists
➤ It’s compatible with social norms
➤ It’
s not too complex
➤ It can be “tried out”
➤ You can see someone either doing or using it
So, if we can figur
e out how to make behavior change EASY
, FUN, and POPULAR it becomes
easier for us to encourage it.
With social
marketing, you
can have some truly
improved outcomes.
Because it is evidence-
based — based on what
works — you have more
effective use of resources.
Leah Devlin,
State Health Director
Division of Public Health
North Carolina Department of
Health and Human Services
Fasten your seat belt. Eat more fruit.
Pull over to talk on your cell phone.
Don’tlitter. Get a mammogram.

SOCIAL MARKETING:
DEFINITION AND BASIC ELEMENTS
Social marketing is the use of marketing principles to influence human behavior in order to
improve health or benefit society.
While more comprehensive definitions of social marketing exist, they all share certain
common elements.
You don’t have to be a marketing expert to practice social marketing.
It does, however, help to understand a few basic marketing principles:
➤ Know your AUDIENCE (really!) and put them at the center of
every decision you make. Social marketing begins and ends with
your target audience. In order to understand why your audience
isn’t doing what you want them to do, you must understand what
barriers are getting in their way. Understand also that
you are not
the target audience!
➤ It’s about ACTION. The process of heightening awareness, shifting
attitudes, and strengthening knowledge is valuable if, and only if, it
leads to action. Be clear in what you want your audience to do.
➤ There must be an EXCHANGE. If you want someone to give up,
or modify, an old behavior or accept a new one, you must offer that
person something very appealing in return. In commercial marketing,
there are tangible exchanges (give me a $1 and I’ll give you a Pepsi)
and intangible exchanges (by drinking Pepsi, you’r
e also receiving
everything that goes with the image of the brand).
In social marketing, you must know your audience well enough to
understand what will motivate them to make changes in their lives. What benefits can you
of
fer to help them over the hump? How can you make it easier for them?
➤ COMPETITION always exists. Y
our audience can always choose to do something else.
➤ Keep “THE FOUR P’
s of Marketing,” and policy
, in mind. The “Four P’
s of Marketing” are:
1. PRODUCT represents the desired behavior you are asking your audience to do, and the
associated benefits, tangible objects, and/or ser
vices that support behavior change.
2. PRICE is the cost (financial, emotional, psychological, or time-related) or barriers the
audience faces in making the desired behavior change.
Social marketing
is critical because
it looks at the provision of
health services from the
viewpoint of the consumer.
We had to consider ways
to entice men to come to
our clinics; we found that
haircuts were a good way
to do that. Last year, we
gave out over 1,000 free
haircuts. It proved to be a
great attraction.”
Eric E. Whitaker, MD, MPH
Director, Illinois Department
of Public Health
4
➤

3. PLACE is where the audience will perform the desired behavior,
where they will access the program products and services, or where
they are thinking about your issue.
4. PROMOTION stands for communication messages, materials, chan-
nels, and activities that will effectively reach your audience.
POLICY refers to the laws and regulations that influence the desired
behavior, such as requiring sidewalks to make communities more
walkable, or prohibiting smoking in shared public spaces.
It is important to understand that change mostly happens on the
“installment plan.” Most of us move through predictable stages as
we change behavior
. We start by not being aware that a change is
necessary. At this first stage, we say, “show me.” Here, education
and awareness are necessary. In the second stage, we become aware
but still don’t shift behavior, possibly because barriers are in the way. At this
stage, we say “let’s negotiate.” Here, it is necessary to reduce the barriers.
Social marketing is particularly useful in removing barriers that prevent
behavior change. At any given time, only a percentage of your target audience
will be ready to take action. It’s important to understand this when setting
realistic expectations of what a campaign can accomplish or what an audience
will accept.
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SOCIAL MARKETING IS:
➤ A social or behavior change strategy
➤ Most effective when it activates people
➤ Targeted to those who have a reason to
care and who are ready for change
➤ Strategic, and r
equir
es ef
ficient use of
resources
➤ Integrated, and works on the
“installment plan”
SOCIAL MARKETING IS NOT:
➤ Just advertising
➤ A clever slogan or messaging strategy
➤ Reaching everyone through a media blitz
➤ An image campaign
➤ Done in a vacuum
➤ A quick process
Sure, we’re all
smart. We’re
program planners.We
know what we’re doing.
But we have to listen.
That’s what is critical in
a social marketing effort.
Jewel C. Love,
Vice President
MEE Productions, Inc.
(produces materials for
public health campaigns)

Ten Strategic Questions is reprinted from Social Marketing Lite, Academy for
Educational Development, 2000, available online at www.aed.org
Using a strategic
social marketing
approach resulted in us
developing truly audience-
based programs and
materials. Our male
sexual health campaign,
done in collaboration
with the Vermont
Department of Health, is
now recognized by over
one-third of the young
men in northern Vermont,
and has resulted in
increased visits from male
clients, and increased
communication between
young men and their
partners.
Nancy Mosher,
President & CEO
Planned Par
enthood of
Northern New England
TEN STRATEGIC QUESTIONS TO HELP YOU WORK
TOWARD YOUR INITIAL SOCIAL MARKETING PLAN
There are ten strategic questions that you can use to help work
toward an initial marketing plan. These are:
1. What is the social [or health] problem I want to address?
2. What actions do I believe will best address that problem?
3. Who is being asked to take that action? (audience)
4. What does the audience want in exchange for adopting this
new behavior?
5. Why will the audience believe that anything we offer is real
and true?
6. What is the competition offering? Are we offering something
the audience wants more?
7. What is the best time and place to reach members of our
audience so that they are the most disposed to receiving the
intervention?
8. How often, and from whom, does the intervention need to be
received if it is to work?
9. How can I integrate a variety of interventions to act, over time,
in a coordinated manner, to influence the behavior?
10. Do I have the r
esour
ces to car
r
y out this strategy alone;
and if not, where can I find useful partners?
6
➤

THE SIX PHASES OF SOCIAL MARKETING:
KEY POINTS AND CONSIDERATIONS
What follows is a basic outline of the phases in the social marketing
process, including questions to ask and items to consider during the
process. The six phases of the planning tool are outlined in detail on
the CD-ROM
CDCynergy — Social Marketing Edition (see the Appendix
and the More Resources for You sections of this guide).
W
e hope this process will help you be an engaged, informed, and
efficient social marketing consumer and practitioner.
The beauty of
social marketing
is that it forces planners
to design to the wants and
needs of all players —
consumers and intermedi-
aries — and then create
feedback loops throughout
a campaign.
Susan Foerster, Chief
Cancer Prevention and
Nutrition Section
California Department of Health
Points in the Process:
Review the problem description
and rationale.
Review the composition of the strategy team.
Review the SWOT (Strengths, Weaknesses,
Oppor
tunities and Thr
eats) analysis.
Ask or Consider:
➤ Does this fit with current department
priorities?
➤ Are the relevant data presented?
Do the data support the problem analysis?
➤ Does the team fit well together?
Does it fit with your department?
➤ Are there any political sensitivities?
Is anyone missing?
➤ Are there any red flags?
➤ Ar
e there any serious omissions?
PHASE 1: DESCRIBE THE PROBLEM
➤ 7
“The Six Phases of the Social Marketing Pr
ocess” is reprinted from the computer software program
CDCyner
gy — Social Marketing
Edition
(Beta version, 2003), developed by the Turning Point Social Marketing Collaborative, the U.S. Centers for Disease Control and
Prevention, Office of Communication, Atlanta, GA, and the Academy for Educational Development, Washington, D.C.

8
➤
Points in the Process:
Review the research plan.
Review the research report.
Ask or Consider:
➤ Are the available resources confirmed?
➤ Are the roles and responsibilities clear?
➤ Do the timelines and budgets appear
reasonable, and do they fit your
departmental schedules?
➤ Are necessary review/clearance and
procurement mechanisms clear and in place?
➤ Can you answer the following questions:
- What most distinguishes between key
audience segments?
- Which target audiences appear most
ready to change? Why?
- What benefits and barriers do target
audiences ascribe to the desired and
competing behaviors?
- What appear to be attractive exchanges
for the respective audience segments?
PHASE 2: CONDUCT THE MARKET RESEARCH

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Points in the Process:
Review the identified target audience
and behavior.
Review the behavioral goal
(this is what your social marketing
program aims to achieve).
Allocate the available budget and other
resources for the program.
Review the intervention mix and
respective objectives.
Ask or Consider:
➤ Is the rationale (research and logic) behind
the selections clear and sound?
➤ Will achieving this goal have a sufficient
impact on the original problem described?
➤ Does the goal seem feasible?
➤ Is the effort sufficiently well-funded to reach
enough of the target audience to achieve
your behavioral goal?
➤ Is it clear how each intervention either
adds value (offers more desired benefits)
or reduces costs (lowers a relevant
barrier) to the target audience?
Are these benefits and barriers
supported by the research findings?
➤ Is it clear what each intervention is
intended to do, and how it affects the
desired change?
➤ Taken together, will the overall mix of
interventions reach enough of the target
audience often enough to have the
desir
ed impact?
➤ Is the overall mix feasible for your
department to develop, launch, and
manage? If not, is it clear how others will
be involved? Is that kind of involvement
appropriate and feasible?
PHASE 3: CREATE THE MARKETING STRATEGY

10
➤
Points in the Process:
Review the selection of new or
improved services or product.
Review the proposed staff training plan.
Review the proposed policies to be
enacted or changed.
Review the communication plan.
Review the work plan.
Ask or Consider:
➤ Is the rationale behind the modifications/
improvements clearly and convincingly
presented? Is it clear how/why the target
audience will respond better?
➤ Does each of the activities support the
overall strategy?
➤ Are the respective development processes,
materials, delivery channels, and partner
roles clear and feasible?
➤ Is the plan for pre-testing the new or
improved products or services clear
and feasible?
➤ Is the rationale and approach for staff
training clear and feasible?
➤ Confirm budget and managerial approval
for the staff training.
➤ Is the rationale clearly and convincingly
presented? Does it support the overall
strategy?
➤ Is there a clear approach for achieving
the policy change?
➤ Are there red flags to be aware of?
➤ Ar
e r
espective audiences, benefits, and
messages clear and supported by prior
r
esear
ch?
➤ Does each of the activities support the
overall strategy?
➤ Are the respective materials, delivery channels,
and partner roles clear and feasible?
➤ Is the plan for pr
e-testing the messages and
materials clear and feasible?
➤ Are roles and responsibilities clear?
➤ Do the timelines and budgets appear
reasonable and fit your departmental
schedules?
➤ Ar
e necessar
y review/clearance and
pr
ocur
ement mechanisms clear and in place?
PHASE 4: PLAN THE INTERVENTION

Points in the Process:
Review the identified program indicators.
Review the monitoring and evaluation plan.
Ask or Consider:
➤ Are the program indicators clearly linked
to intervention objectives?
➤ Will they satisfy your departmental report-
ing and/or accountability requirements?
➤ Are roles and responsibilities clear?
➤ Do the timelines and budgets appear
reasonable and fit your departmental
schedules?
PHASE 5: PLAN PROGRAM MONITORING AND EVALUATION
Points in the Process:
Establish the schedule of project updates —
both technical and financial.
Monitor the perspectives of partners
and stakeholders.
Ask or Consider:
➤ Has the overall strategy changed at all?
If so, why?
➤ Are there any external (policy or environ-
mental) or internal factors or issues that
may adversely affect the strategy or its
implementation?
➤ Ar
e audience exposur
e and/or ser
vice
delivery levels in line with projections?
➤ Is spending in line with pr
ojections?
Are there any issues to be addressed?
➤ Are partners pleased with direction
and pr
ogr
ess?
➤ Are key stakeholders (particularly those
who appr
ove ongoing budget allocations)
apprised and supportive of the project
and its accomplishments?
PHASE 6: IMPLEMENT INTERVENTIONS AND EVALUATION
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12
➤
KEY SOCIAL MARKETING CONCEPTS
Barriers
Hindrances to desired behavior changes that are identified by the audience. These may
be factors external or internal to audience members (e.g., lack of proper health care
facilities, the belief that fate causes illness and one cannot alter fate, lack of skill to use
a condom correctly, etc.).
Benefits
Advantages that the audience identifies, which may or may not be directly associated with a
behavior.
These can be framed as the positive results, feelings, attributes, and so forth that
the audience will obtain from the desired behavior change. Benefits are what you offer to the
audience in exchange for the new behavior and can be thought of as “what’s in it for them.”
(See Exchange.) For example, mothers (audience) will create a loving bond with their
newborns (benefit) when they breastfeed for at least six weeks (behavior).
Competition
The behaviors and related benefits (see Benefits) that the target audience is accustomed to —
or may prefer over — the behavior you are promoting.
For example, using the elevator com-
petes with taking the stairs because of ease and quickness; having potato chips with lunch
competes with including a fruit and vegetable at each meal because of taste and low cost;
formula feeding competes with breastfeeding because of convenience and participation by
other family members. Competition also encompasses the organizations and people who
offer or promote alternatives to the desired behavior. For example, fast food restaurants offer
less healthy food choices, infant for
mula makers pr
omote their pr
oducts to new mothers,
and friends may encourage a college student to drink until drunk.
Determinants of Behavior
Factors (either inter
nal or external to the individual) that influence an individual’s actions or
behaviors.
Behavioral science theories and models list various determinants. For example,
“degree of readiness to change” is a determinant within the transtheoretical, or stages of
change, model. Examples of deter
minants fr
om other theories/models include locus of
control, self-efficacy, and perceived risk.