Social Marketing Casebook
Social Marketing Casebook brings together a dedicated collection of social marketing case studies and vignettes from around the world for the first time. Each case study is explored from the scoping and research stage to evaluation, providing the reader with a complete overview of the most important building blocks in social marketing and how these can be applied to the real world, including insights from the key people involved in social marketing and the identification of the common themes associated with successful social marketing strategies; an international range of cases from the health, environmental and civic sectors, from national and governmental programs to local, small-budget interventions; comprehensive coverage of the whole process, from strategy and implementation, to the challenges and lessons learned; and academic exercises, ...
- Front Matter
- Back Matter
- Subject Index
- Chapter 1: The Key Principles and Concepts of Social Marketing
- Chapter 2: Planning Social Marketing
- Chapter 3: Developing Culturally Sensitive Interventions
- Chapter 4: Community-Based Social Marketing
- Chapter 5: Segmenting Target Audiences
- Chapter 6: Using Theory to Develop Effective Interventions
- Chapter 7: Inroads into Africa: Enabling Local Services
- Chapter 8: Being Honest about the Challenges
- Chapter 9: Reaching the ‘Hard to Reach’
- Chapter 10: Using a Full Intervention Mix
- Chapter 11: Using Service ‘Pull’ to Complement Customer ‘Push’
- Chapter 12: Working with Local Services
- Chapter 13: Building Strong Communications into the Marketing Mix
- Chapter 14: Using Enforcement in the Methods Mix
- Chapter 15: Creating Access to the Right Products
- Chapter 16: Co-Production with the Private Sector
- Chapter 17: ‘Franchising’ Social Marketing
- Chapter 18: Changing Behaviours Holistically
- Chapter 19: The Importance of Evaluation
The Natural Home[Page ii]
SAGE has been part of the global academic community since 1965, supporting high quality research and learning that transforms society and our understanding of individuals, groups, and cultures. SAGE is the independent, innovative, natural home for authors, editors and societies who share our commitment and passion for the social sciences.
Find out more at: http://www.sagepublications.com
© Jeff French, Rowena Merritt, Lucy Reynolds 2011
First published 2011
Apart from any fair dealing for the purposes of research or private study, or criticism or review, as permitted under the Copyright, Designs and Patents Act, 1988, this publication may be reproduced, stored or transmitted in any form, or by any means, only with the prior permission in writing of the publishers, or in the case of reprographic reproduction, in accordance with the terms of licences issued by the Copyright Licensing Agency. Enquiries concerning reproduction outside those terms should be sent to the publishers.
SAGE Publications Ltd
1 Oliver's Yard
55 City Road
London EC1Y 1SP
SAGE Publications Inc.
2455 Teller Road
Thousand Oaks, California 91320
SAGE Publications India Pvt Ltd
B 1/I 1 Mohan Cooperative Industrial Area
New Delhi 110 044
SAGE Publications Asia-Pacific Pte Ltd
33 Pekin Street #02-01
Far East Square
Library of Congress Control Number: 2011921125
British Library Cataloguing in Publication data
A catalogue record for this book is available from the British Library
ISBN 978-0-85702-544-9 (pbk)
Typeset by C&M Digitals (P) Ltd, Chennai, India
Printed in India at Replika Press Pvt Ltd
Printed on paper from sustainable resources
About the Authors[Page vii]
Professor Jeff French has over 30 years' experience of evaluating and developing leading behaviour change projects, social marketing programmes and communication strategies at international and local levels. Jeff and has published over 80 chapters, articles and books in the fields of behaviour change, social marketing, community development, health promotion and communications. He is Visiting Professor at Brunel University and Brighton University, a Fellow at King's College London and teaches at four other UK Universities. Until 2009 Jeff managed the National Social Marketing Centre and is currently Chief Executive of Strategic Social Marketing Ltd.
Dr Rowena Merritt has more than 10 years' experience working in the communication and marketing fields in the private and public sectors. She currently works as the Research Manager at the National Social Marketing Centre and previously led on Local Practitioner Development where she set up the award-winning National Demonstration Site scheme, funded by the Department of Health. Rowena has published widely and regularly guest lectures at a number of universities in Britain, Hong Kong and the USA.
Dr Lucy Reynolds founded the National Social Marketing Centre's widely acclaimed evidence resource, ShowCase, and is an expert in UK and international social marketing evidence. Lucy has published widely on social marketing theory and practice, in academic, health and environmental journals, as well as appearing on Radio 4. Lucy is a senior consultant at Finnamore, the UK's largest independent health consultancy, where she specialises in health inequalities, performance transformation and assets management.
We would like to thank all the people who helped us in preparing the vignette and case studies for this book; without their input this book would not have been possible. We would also like to thank the National Social Marketing Centre in England for their help and support in developing this book.
Overview and Top Tips[Page 261]
In this book we have set out five key themes that capture what we think to be the main features of the social marketing mindset. These are:
- Citizen Orientation
- Clarity of Purpose
- Coalition Building
- Combination of Approach
- Continuation, Learning and Evaluation.
In Chapter 1, we set out to develop a greater understanding of the nature of social marketing and some of the key principles that underpin its practice. In Chapter 2 we covered the social marketing planning process and in subsequent chapters illustrated how both the key social marketing principles and planning steps can lead to the development of powerful social change programmes.
Social marketing is more a science than an art. It should be driven by data and research, testing and refinement. Social marketers don't like guessing – it is too difficult, and often results in an expensive waste of precious public funds. Like all complex activity, social marketing takes both in-depth study and practical experience to build up real expertise. This book has been designed with the aim of helping practitioners and students build their understanding of social marketing by reviewing real-life case studies, not all of which are prefect, and most of which did not achieve everything they set out to do.
We want to end this book with a final set of tips that have been developed from our own personal experience in helping people around the world develop social marketing programmes. We hope you find them helpful and, like the rest of this book, we hope they help you to avoid some of the pitfalls many have encountered before.10 Tips for Developing and Implementing a Social Marketing Programme
4 Things to Avoid
- Actively engage individuals and communities and partners and stakeholders: Engage communities in the development, delivery and evaluation of solutions.
- Focus on behaviour: Set explicit objectives and tailor interventions to achieving measurable behavioural goals.[Page 262]
- Segment and succeed: Use behavioural and psychological data as well as demographic and service data to segment target audiences and inform the intervention mix.
- Combine approaches: Use a mix of interventions including information, service change, policy, education, enforcement and design to bring about change.
- Sustain and fund appropriately: Deliver programs that can be sustained over time at a cost effective level to bring about measurable improvement.
- Tackle the competition: Understand social, economic environmental and psychological forces that may be prevent or restrict change and develop strategies to reduce these.
- Harness all possible assets: Develop interventions and co-delivery through coordinated effort on the part of the public, for profit, and NGO sectors.
- Develop theory and science informed: Have a clear and consistent model of practice that is informed by research based theory and best practice.
- Learning culture: Develop a learning culture that invests in capturing what is learnt from interventions, both positive and negative and permit experimentation.
- Coordinate and integrate: Ensure synergy between intervention strategies and broader policy aims and policy drivers and coordinate action between international, national and local efforts and between sectors and departments.
- Don't let people think that Social Marketing is just about flashy promotional events, materials development, mass or new media promotions.
- Don't develop interventions that are only driven by what ‘experts’ think people need.
- Don't undertake actions that are not informed by market research or client insight.
- Don't run programmes or projects that you don't evaluate.
Remember, the first duty of a Social Marketer is to market social marketing to non-marketers. We need to ensure that a marketing mindset is embedded within all our organisations so that they can become more effective and efficient.