Big pocket guide Social marketing. Second edition 2007

Transcription

1 Big pocket guide Social marketing Second edition 2007

2 About this resource This resource brings together a range of material to help describe and explain key principles, and concepts (along with supporting ideas/theory) relating to the application and use of social marketing. This is the 2nd edition of the resource and has benefited from the feedback and discussions generated by those using the 1st edition originally produced in We would like to thank everyone who provided comments and who have helped inform this edition. As a resource it does not aim to provide detailed and descriptive explanation of social marketing (other resources are available or are being developed for this purpose). Instead it aims to provide the reader with a resource that can be dipped-into to enhance consideration and wider discussion on different aspects of social marketing. If it helps in triggering further questions and ideas then it will achieve an important aim. A key role of the NSM Centre is to stimulate and encourage wider discussion and debate on effective behavioural intervention approaches. In particular how social marketing concepts and approaches can be integrated into routine strategic and operational planning and development. We are pleased if people would like to use, or adapt, material from this resource, and only ask that you credit us where relevant. All of the material here is also available in PowerPoint slide format via our website. We regularly update or adjust models and slides as our work progresses, so please consider book-marking the site so you can easily return to it. If a larger print version would be helpful this can be done by downloading and printing from our website or alternatively we would be pleased to or send a larger version to you. Dr Jeff French & Clive Blair-Stevens August 2007

3 Background to the NSM Centre The NSM Centre has been established by the Government as an independent Centre to increase understanding of, and capacity and skills in, social marketing. It was established as a result of a Government strategic partnership with the National Consumer Council (NCC) to undertake a 2 year independent review into social marketing, announced in 2004, as a commitment in the cross-government White Paper Choosing Health. The independent review examined the potential of social marketing to enrich and enhance the impact and effectiveness of behavioural interventions, at national and local levels. It was subsequently published in June 2006, containing practical recommendations for how Government could better harness and integrate effective social marketing within the mainstream of its policy and practice. The Government accepted the recommendations in principle, and as a result gave the NSM Centre the task of helping build capacity and skills in social marketing and related behavioural interventions. Our overall aims is: to build capacity and skills across the public and private sectors for he development of effective behavioural interventions (consistent ith best social marketing concepts and approaches). To do this we: Work to build greater understanding and awareness of the potential of social marketing and related behavioural theory and behavioural interventions. Encourage on-going discussion and debate amongst policy makers and practitioners about effective behavioural intervention methods and approaches. Work with and alongside policy makers and practitioners, to practically assist the application and integration of effective social marketing methods into their work. Support the more systematic capture, sharing, and promotion of learning from effective behavioural interventions and related policy and practice. Central to the NSM Centre s work is therefore to encourage and support greater utilisation and integration of social marketing into policy and practice, both strategically and operationally. The NSM Centre is a strategic partnership between the Government and the NCC

4 Developing effective behavioural interventions to address major behavioural challenges The last few years have seen a much stronger focus on how to develop effective behavioural interventions, to address the wide range of behavioural challenges we face as a society. Whether at the national and Governmental level, or at the local and interpersonal levels, people are focusing much more on what really influences behaviour and how we can improve people s lives by helping them achieve and sustain positive behaviours. While there will always be debates that walk the line between the nanny state and the neglecting state, encouragingly the discussion is now increasingly focusing on how to develop much deeper understanding and insight into where people are at now, and using this to craft interventions that are meaningful to people and deliver measurable results in terms of their well-being and quality of life. The limitations of old style mission and message based communications are now being widely acknowledged and although the pull to communicate at people can still be strong, social marketing at least has become a key influence helping people to step back and review what they are doing in order to help people achieve and sustain different behaviours. From a national policy context there are now multiple examples where this customer focused approach consistent with social marketing is being revealed. A few examples are listed below: 1) Prime Minister s Strategy Unit: On-going range of policy discussion papers. 2) Cross-Government White Paper: Choosing Health (2004) which commissioned the independent review examining social marketing s potential (as published by us in 2006). 3) Cabinet Office: Engage programme on-going work to improve Government communications and move to a more strategic communications and social marketing informed approach. 4) The HM Treasury: Varney Review on Service Transformation, helping encourage better service development for citizens and business, and deliver a better deal for taxpayers (2006).

5 Content sections A. Social marketing in perspective page 5 B. Policy and how social marketing can help page 21 C. Defining & describing social marketing page Customer orientation page Behaviour and behavioural goals page Theory page Insight page Exchange page Competition page Segmentation page Methods mix intervention and marketing mix page 109 D. The fit within marketing page 115 E. Social marketing as a planned process page 125 F. Spotting success... and recognising rubbish page 141

6 A. Social marketing in perspective

7 Social marketing in perspective People come to consider social marketing from a range of different disciplines and professional backgrounds. Simply placing the word social next to the word marketing can stimulate a number of issues for people, depending on where those people are starting from in the first place. In talking about social marketing in the UK, and Europe more widely, we found a number of people who did not respond positively to the word marketing. This was commonly due to a mistaken assumption that this meant a narrow and restrictive focus on the individual in isolation. There was concern that marketing might overlook the powerful external factors (wider determinants) that lie outside of an individual s control but which, alongside a focus on lifestyle, need to be addressed if real improvements to people s lives are to be achieved. Looked at historically, development of social marketing had its roots in the 50 s and 60 s. With an increase in mass-production, a growing consumer culture began to take hold, and the discipline of marketing became increasingly concerned with ways to incentivise and influence people s purchasing behaviour. However even from these early days there were those who had reservations about the development and impact of what was seen to be a marketing-fueled consumer culture. This reflected the growing anxiety that a focus on material benefits might undermine traditional community and people-focused values. Indeed from the earliest days it was from within the marketing world that some of the primary concern and dissatisfaction grew. Then and today, a number of marketers have questioned whether their developing experience and skills might be better harnessed for a wider social good, rather than simply helping fuel profit margins and share-holder value. Parallel to this development within marketing, however, has been perhaps an even longer debate from across the different social sciences, about what really influences and affects individual and community behaviours. The disciplines of psychology, sociology, anthropology, public health (to name just a few) have all helped significantly in providing different understanding and insights into how to positively influence individual and community behaviours.

8 The bottom line If we continue to do what we ve always done, then we will only get what we ve always got Social marketing is not a panacea or magic bullet, but: Growing evidence and experience shows that when social marketing is applied effectively, and in the appropriate context, it can be a powerful tool for achieving tangible and measurable impact on behaviours. Improving the level of understanding and application of social marketing is therefore critical if we are to achieve real and measurable impacts on peoples behaviour(s) across a range of different policy and practice agendas.

9 Coming to social marketing from different starting points A common concern and starting point Recognising that all policy and strategy areas essentially represent: BEHAVIOURAL CHALLENGES Using available resources to craft and develop: BEHAVIOURAL INTERVENTIONS

10 Coming to social marketing from different starting points For example Marketing for social causes / social good Social sciences social and behavioural interventions Public health / Health improvement evidence and utility Environmental issues influencing social and societal norms Community politics & social justice the citizen vs the state International development community / infrastructure development } social marketing

11 Paradigm shift Professional led Telling and selling Awareness Adult > Child One-off campaigns Short term Deficits and problems Operational focus General population Control Centralised command Compartmentalised Citizen / Consumer led Relationships and marketing Behaviour Adult > Adult Sustained programmes Medium / Longer term Assets and opportunities Strategic focus Segmented and tailored Empower and mobilise Networked leadership Whole system Tell, sell and control paradigm Customer-focused social marketing paradigm

12 Social marketing is all about UNDERSTANDING THE PERSON the customer social marketing THE BEHAVIOUR what people actually do people communities citizens customers consumers clients patients professionals politicians etc looking at what people do examining why they do it influences & influencers incentives & barriers

13 The person and the behaviour 1: PERSON understanding what moves and motivates A strong and driving focus on understanding people and what moves and motivates them being customer-focused (whether the customer is the public or the professional or the politician the same principle applies). Starting from understanding where the person is at now, what is important to them in their everyday lives. However, good social marketing considers and addresses the individual within their wider social context. So that important influences that may lie outside their immediate control are considered alongside lifestyle issues and options. 2: BEHAVIOUR understanding and influencing this positively Ensuring the driving concern is on people s behaviour what they do rather than just communicating to them. The overarching concern and key measure of impact for social marketing is on what people actually did as a consequence of the intervention not simply what they might know or value about something. This does not mean that knowledge and attitudes are not important but rather that the end is clearly seen in terms of what people do their behaviour and in particular finding ways to maintain and sustain positive behaviours over time.

14 Taking a helicopter view of social marketing Before looking at a formal definition and description it is useful to consider the following: 1. Social marketing as a dynamic and integrative discipline that has changed and developed over time a dynamic and integrative discipline 2. It can be helpful to see it as having two key parents 2 parents of social marketing 3. It can be used strategically and operationally: strategic social marketing operational social marketing

15 1. A dynamic & integrative discipline Social marketing is essentially a behavioural intervention and, as such, draws from a wide variety of theory and practice to look at the best ways to achieve the desired influence on specific behaviours. It is dynamic in the sense that it has developed and adapted over time, and is now a much more mature and rounded approach benefiting from theory and practice across a range of different disciplines. Avoiding being boxed in by drawing rigid and artificial lines or distinctions Good social marketers are not concerned about drawing artificial lines between what they do, and what others do. Rather, they focus on ways to integrate social marketing alongside the options and methods available, to help achieve more effective interventions, that can achieve greater and more positive impacts on people s lives.

16 2. The 2 parents metaphor When social marketing was first described in the 1970 s the word social was simply used to refer to the focus on social good. However since then it has developed and matured as a discipline and the 2 parents metaphor is useful for helping to highlight this. It can be helpful therefore, to consider that alongside the original marketing parent, people are increasingly recognising that it has an important social parent too drawing from a wide range of learning and experience in the areas of social science, social policy and social reform. social parent marketing parent

17 2. The 2 parents metaphor social marketing social sciences social policy social reform, social campaigning marketing commercial & public sector Both areas contribute valuable expertise, skills, techniques and theory

18 3. Strategic and operational use of social marketing STRATEGIC social marketing Using customer understanding and insight to inform policy and stratgey development } } OPERATIONAL social marketing Undertaken as a specific topic based programme or campaign

19 How social marketing can contribute Across three key areas: 1. POLICY: By enhancing effective policy development 2. STRATEGY: By directly informing effective strategy development 3. IMPLEMENTATION AND DELIVERY: By strengthening effective implementation and delivery Improved customer insight will: Improve effective TARGETING (of both audiences and of methods) Enhance the IMPACT on actual behaviour

20 Clearing up some potential misunderstandings It s just commercial marketing for the public sector NO! It s basically just good communications NO! It s really just social advertising NO! It s about telling people what to do, the nanny state NO! It s only focused on individuals and misses all the wider influences on behaviour NO! It ignores the harms that can arise from bad marketing and commercialisation NO! It s a top-down approach NO! It s just another public sector fad NO! And?

21 B. Policy and how social marketing can help

22 Governments are increasingly recognising the potential Customer-focused social marketing There is growing evidence for the contribution that customer-focused social marketing can make to improving the impact and effectiveness of behavioural interventions, whether in policy formulation, strategy development or implementation and delivery. (see It s our Health! 2006) Some challenges We need to increase understanding of how an integrated and strategic social marketing approach can directly contribute. We need to develop a wider shared language and understanding when tackling behavioural challenges and crafting behavioural interventions. We need to much better capture and share on-going learning from effective behavioural interventions, consistent with social marketing principles. We need to invest in and improve overall co-ordination of the development and delivery of behavioural interventions across sectors, and at national, regional and local levels. We need to refocus attention on increasing the impact and effectiveness of all interventions and ensure they have clear and measurable behavioural goals.

23 A growing range of important policy drivers public health strategy wider determinants of health health inequalities customer-focused government health inequalities public health strategy social marketing public services social marketing social exclusion communitiy services

24 How social marketing can contribute 1. Enhancing effective POLICY development Increasingly, across Government, the focus is on developing policy that is based on a sound understanding of the citizen, their lives and the communities they are part of. For shorthand, this is sometimes described as being citizen-centric (or alternatively customer-centric or consumer-centric), ensuring that policy is really driven by people s needs, wants and aspirations. It is here that a social marketing perspective can directly contribute real insights and value. A central feature of social marketing is its focus on understanding the citizen / customer / consumer and developing a profound insight into their lives.

25 How social marketing can contribute 2. Directly informing effective STRATEGY development strategy. interventions The task of turning policy into coherent and effective strategies is a critical one, whether at national Government, local or regional levels. Central to this is being able to both: a) decide which intervention options to include in the b) decide the relative balance between different (given the available resources, both financial and human). Social marketing can directly assist and inform these decisions in two key ways: 1. By helping ensure a deeper understanding of the citizen or customer and related insights social marketing can directly inform the selection of appropriate intervention options. The critical factor in selecting a particular intervention is whether it is likely to achieve the desired impact on those it is seeking to reach. Social marketing s insight approach linked to its population analysis and segmentation approach, can directly inform and assist this assessment and judgement. 2. Beyond simply informing the strategic selection of intervention options, social marketing can be undertaken as a specific intervention in its own right, thereby adding an additional intervention option to the strategy developer s toolbox. Planning and systematically undertaking a targeted social marketing intervention can directly contribute to the achievement of behavioural goals and therefore potentially extend and strengthen overall strategic impact and effectiveness.

26 How social marketing can contribute 3. Strengthening IMPLEMENTATION and DELIVERY While ensuring effective policy and strategy development is important, their ultimate success rests on effective implementation and delivery. Good policy and strategy can be undermined if implementation is poorly undertaken and managed. Social marketing can help in two key ways: 1. By ensuring a developed and responsive understanding of the customer or consumer, it can inform all initiatives and service developments. 2. As an implementation method (whether at the level of a dedicated social marketing programme, campaign or intervention) it can be systematically applied to achieve and deliver real impacts on targeted behavioural goals.

27 Individual vs the state Refocusing the Government s role on to co-production and behavioural approaches Adapted from: Personal Responsibility and Changing Behaviour, David Halpern et al., Prime Minister s Strategy Unit, 2004

28 Evidence based policy? EVIDENCE informing POLICY The reality? more complex Policy with evidence Policy in search of evidence Policy counter to the evidence Evidence in search of policy

29 Customer-focused policy? CUSTOMER INSIGHT informing POLICY Policy with customer insight Policy in search of customer insight Policy counter to the customer insight Customer insight in search of policy

30 C. Defining and describing social marketing

31 In short social marketing is about using marketing for the benefit of people Alongside other methods Rather than financial gain

32 A more formal definition Social marketing is: The systematic application of marketing, alongside other concepts and techniques, to achieve specific behavioural goals, for a social good. French, Blair-Stevens 2006 marketing alongside other concepts and techniques systematic application for a social good behavioural goals

33 A more formal definition Health-related social marketing is: The systematic application of marketing, alongside other concepts and techniques, to achieve specific behavioural goals, to improve health and reduce health inequalities. French, Blair-Stevens 2006 marketing alongside other concepts and techniques systematic application to improve health & reduce health inequalities behavioural goals

34 Social marketing customer triangle A device for highlighting a number of social marketing s key features

35 3 core concepts Insight Developing a genuine insight into the reality of the everyday lives and experiences of the audience ( customer ) is critical. Avoiding professional or community assumptions about what they want, need, or think. Checking out and pre-testing developing insights. Exchange Really examining what is being offered to people to encourage and support a given behaviour. Making sure it is something that they value and not simply the benefits that those people planning the intervention think are important. The offer to customer >> The price or cost to the customer Fully understanding what the person has to give, in order to get the proposed benefit, eg: time, effort, money, social consequences, loss of pleasure, etc. Understanding how the offer can be enhanced to maximise the benefits, while working to minimise potential or actual blocks or barriers to it. Positive behaviours = increasing incentives + removing barriers or blocks. Problem behaviours = reducing benefits + adding in barriers or blocks. Competition Recognising that whatever is being offered will always face competition. Both external and internal competition (eg: the power of pleasure, habit, addiction, etc). Can include direct counter messages and competing offers. Or simply competition for the time and attention of the same target customer / audience.moving beyond seeing competition in simple terms as the good guys and the bad guys.

36 3 core concepts Behaviour behavioural goals & theory The driving purpose is to achieve tangible and measurable impact on actual behaviour. Moves beyond task of communicating information or messages. Clear focus on understanding existing behaviour, and its key influences and influencers. Drawing from different behavioural theory to establish specific behavioural goals (not just focusing on behaviour change but also looking at how to maintain and sustain behaviour over time. Intervention & marketing mix Using a mix of methods or approaches to achieve a given behavioural goal. Examining the range of things that could potentially help achieve and sustain particular behaviours. Within this looking at the relative balance or mix between different methods and approaches, to get the optimum mix for greatest potential effect. Audience segmentation Looking at different ways to segment and differentiate audiences. Moving beyond the traditional focus on epidemiology and demography. Looking at behaviour and psycho-graphic aspects eg: what people feel / think about the issue. Usually avoiding blanket general messages and approaches and tailoring interventions to the different needs of different segments or groups.

37 Social marketing National Benchmark Criteria 1. Customer orientation 2. Behaviour and behavioural goals 3. Theory-based and informed 4. Insight driven 5. Exchange analysis 6. Competition analysis 7. Segmentation and targeting 8. Intervention and marketing mix

38 National Benchmark Criteria Understanding what they are The benchmark criteria are essentially those elements to look for in an intervention that help determine whether it is consistent with and can therefore be described as social marketing. They should therefore not be confused with the process by which you do social marketing. [See the Total Process Planning model for a process framework.] The criteria in the benchmarks are relevant throughout the development and implementation of any intervention as a whole. They should also not be confused with success criteria since there are a range of other important factors that are critical to any successful interventions, such as (to name a few): strategic planning, partnership and stakeholder engagement, review and evaluation. These are clearly important in their own right and key to successful interventions. The reason they are not part of the benchmarks are that they are not unique to social marketing. Their presence (or absence) does not indicate if something is social marketing or not. The 8 core criteria included in the benchmarks however, are the things that have to be present in order to be described as consistent with social marketing. Should not be confused with a process of what you do

39 National Benchmark Criteria Building consistency, but maintaining flexibility As social marketing has developed, it has begun to incorporate a wide range of methods, techniques and activities. This reflects the fact that it is a dynamic and integrative discipline. This breadth of approach, however, can present challenges to people s understanding of social marketing, particularly in relation to how it fits with other methods and approaches. The National Benchmark Criteria were specifically developed to help encourage greater consistency, while at the same time not undermining the potential to be flexible and adaptable in developing interventions. The benchmarks therefore help to ensure consistency, but without placing unhelpful constraints on those undertaking interventions or preventing them from developing creative and innovative solutions. Across the literature, and increasingly in practice, interventions are being described as social marketing. With increasing attention being paid to social marketing, there is a danger that work is simply re-badged as social marketing and yet not really consistent with its core features. The benchmark criteria therefore provide a simple and easy way to check whether what is being described really is consistent with social marketing: the bottom line being that iif there is not a strong customer and behavioural focus then it is not social marketing. The benchmark criteria will help in making this more evident.

40 National Benchmark Criteria Different ways they can be used The benchmark criteria can be used in a range of different ways: Commissioners: Can use them to incorporate into tender briefs, sent out to people wanting to bid for specific work, with a request that all proposals or bids should clearly indicate how the work proposed will ensure it incorporates and is consistent with, each of the criteria. They can then be used in preparing tender interview panel questions, to test out the extent to which those making bid presentations have understood and genuinely incorporated them into their proposals. Agencies, consultants & other contractors: Can use the benchmark as a guide to presenting bids or proposals to funders, to clearly show how their proposal or bid will be consistent with social marketing principles and practice. Trainers: Can use them to highlight key features of social marketing and provide a framework from which to examine and explore key concepts and principles. Intervention planners and developers: Can use these as a robust guide to ensure that what they do remains consistent with core criteria. As core criteria, they have been specifically framed to allow maximum flexibility for adaptive and creative solutions. However while they are not a how to process they provide a steer to ensure that, as work is developed, it can be checked to ensure it is consistent with the criteria. Evaluators & researchers: Can use them when reviewing the impact of interventions, to reinforce the focus on determining if specific behavioural impacts have been achieved or not. They can also be used by those seeking to compare and contrast learning from different interventions and programmes and to help identify aspects of transferable learning.

41 National Benchmark Criteria 1 Customer orientation customer in the round all work based on good market and consumer research, using data synthesis / fusion techniques

42 National Benchmark Criteria 1 Customer orientation A broad and robust understanding of the customer is developed which focuses on understanding their lives in the round, and avoids the potential to focus only on a single aspect or feature. Formative consumer / market research used to identify audience characteristics and needs Range of different research analysis, data synthesis and fusion approaches used, drawing from public and commercial sector sources, to inform understanding of their everyday lives

43 Focusing on the person at the centre The reason it is called the customer triangle Different sectors and organisations can describe the customer in different ways, eg: the consumer the citizen the client the patient the service-user the public the community the professional the decision-maker the politician The customer can be both: the public or citizens professionals or key decision-makers

44 Traditional communications & message based approach crafting our messages communicating the messages accurate / relevant / clear creative / clever / funny / impactful / interesting / attention grabbing / etc Example: Young people and smoking: What we see as benefits: Health benefits: Life expectancy, illness & disease, lungs, heart, etc Financial benefits: Cost, disposable income Other benefits: Smell, attractiveness to others, not damaging others (eg children) Communications: Posters and adverts Leaflets and flyers TV, radio, press (papers / magazines) Internet / / phones / viral marketing Schools / youth clubs / cinemas Etc

45 Customer-focused social marketing approach Starting with the customer understanding the customer generating insight what moves and motivates Example: Young people and smoking: What s going on? what moves and motivates : Own views not those received from authority Self-perception of maturity: an adult not a child Move away from parents and teachers influence Importance of peer views and approval Fun, social benefits, enjoying attention & causes Questioning, challenging, rebellion, streetwise Living in the now less concern for distant future Basic insights: Selling of health and longer term benefits, or being good very unmotivating avoid (can be counter motivating) Connect to own views, not being conned, link to a cause and rebellion, ensure social & fun benefits are strong eg: Truth campaign approach

46 Developing a 360 degree view A practical tool:

47 Seeing the customer / consumer in the round eg: Children illustrative examples only A practical tool:

48 Starting from: where the customer is at unaware or not considering attempting but not succeeding contemplating but not yet acting actively resisting or entrenched SOCIAL MARKETING Tailoring interventions to take full account of where the customer is starting from SUPPORT DESIGN

49 National Benchmark Criteria 2 Behaviour Clear focus on behaviour, based on strong behavioural analysis with specific behaviour goals

50 National Benchmark Criteria 2 Behaviour A broad and robust behavioural analysis undertaken to gather a rounded picture of current behavioural patterns and trends, including for both the problem behaviour the desired behaviour Intervention clearly focused on specific behaviours ie not just focused on information, knowledge, attitudes and beliefs Specific actionable and measurable behavioural goals and key indicators have been established in relation to a specific social good Intervention seeks to consider and address four key behavioural domains: 1. formation and establishment of behaviour 2. maintenance and reinforcement of behaviour 3. behaviour change 4. behavioural controls (based on ethical principles)

51 Influencing behaviour why? There are many ways to influence behaviour, and many reasons to do so whether at the individual level, eg: as a parent, or at the social or societal level, eg: as the Government As parents: People rapidly learn skills to influence babies and children as they grow up some proving more effective and positive than others As the Government: Almost every single policy area where a Government needs to achieve a positive impact and intervene in some way, has some type of behavioural challenge or focus to it. eg: the environment, energy conservation, waste management, health and healthcare, crime, transportation, taxation, financial planning and savings, community and civic engagement, voting and volunteering, etc.

52 Understanding behaviour Clarifying some basic starting points Behaviour = a pattern of actions over time. Behaviour is inherently dynamic. Subject to change and variation in different contexts and at different times. 100% consistency is rare to find. Much routine daily behaviour is about habit and does not necessarily involve conscious and active consideration. Avoid reliance on cognitive message-based communications. Starting from an understanding of an audience s attitudes, hopes, wishes, desires and other motivations is generally more productive than trying to identify and fill information gaps. Understanding people s emotional engagement is critical.

53 Keeping the focus on behaviour creating a behavioural chain reaction The ultimate goal is not just to change behaviour but to ESTABLISH & SUSTAIN IT over time

54 The customer in their wider social and environmental context Although social marketing has a strong customer focus, good social marketing does not focus on people as isolated individuals, but rather looks at them in their wider social and environmental context. To be effective social marketing therefore needs to consider: 1. Those factors within the potential control of the individual eg lifestyle options and choices 2. Those factors outside of the person s immediate control or influence eg environment, service access options, employment opportunities, housing, etc

55 Seeing the customer in their social context

56 Wider determinants of health Recognising their influence

57 4 primary components to influencing behaviour Educate / encourage Service / support Design / construct Control / require Most interventions have more than one element and getting the right mix is key to successful interventions

58 Influencing behaviour 4 primary elements Most interventions have features of more than one of these. Identifying and applying the effective balance between elements is critical to a successful behavioural intervention

59 Influencing behaviour Some illustrative examples

60 Recognising the limitations of information and cognitive approaches Important to move beyond the simplistic INFORMATION ACTION A more developed but still limited approach has involved INFORMATION UNDERSTAND ENGAGE VALUE COMMIT SKILL / ABILITY SUPPORT REINFORCEMENT = ACTION Grounded in what can be described as the CCC approach, cognitive communication chain The bias is towards seeing behaviour in terms of cognitive decisions. Where there is a primary and often unquestioned assumption that we need to engage the brain in order to influence behaviour.

61 Behaviour influenced by more than what I know or what I believe We do not always behave in line with what we know and what we believe

62 Moving beyond the traditional focus on behaviour change In public health and health improvement generally, the concept of behaviour change is widely used. While useful, it has particular limitations, and identifying and focusing on behavioural goals is more helpful. Behavioural goals approach Starts with an initial whole population analysis and then considers different ways to divide and segment audiences. It looks at four key issues: 1. Understanding the establishment of behaviour in the first place (for both the problem and the desired behaviour) 2. What helps maintain and sustain the behaviour over time (again for both the problem and the desired behaviour) 3. Where behaviour change may be important 4. Where behavioural controls could be ethically justified (as the only realistic way to impact on entrenched behaviours)

63 Behavioural goals approach Key features Starts with a whole population analysis. Examines different ways to segment the population, focusing on ones with the greatest potential utility or application. Recognises limitations of a behaviour change approach. Particular attention paid to what different audiences think / feel about the particular issue under consideration. eg: with the following smoking example, the approach seeks to look at different ways that different smokers and different non-smokers might be approaching the issue. Particular attention is on seeking to intervene before establishment of problematic behaviours. Recognises that maintaining and sustaining behaviours is as important as any behavioural change.

64 Behavioural analysis: behavioural goals and segmentation

65 Behavioural analysis: behavioural goals and segmentation eg: Smoking behaviour

66 The importance of focusing on wider behavioural goals eg: Smoking behaviour YEAR 1 10 smokers quit with support from smoking cessation service YEAR smokers quit } On surface looks like a simple example of a good behaviour change approach Over same period 1000 young people take up smoking A behavioural goals approach would have gone beyond behaviour change to cover: Helping prevent people taking up smoking Helping existing smokers quit Helping maintain and support behaviour Changing established behaviours is generally harder than helping prevent them in the first place!

67 Major influences on behaviour Options and choices To consider and assess the impact of different influences on the behaviour of the target audience or customer

68 National Benchmark Criteria 3 Theory-based Behavioural theory informed Drawing on an integrated theory framework

69 National Benchmark Criteria 3 Theory-based Theory is used transparently to inform and guide development, and theoretical assumptions tested as part of the development process An open integrated theory framework is used that avoids tendency to simply apply the same preferred theory to every given situation Takes into account behavioural theory across 4 primary domains: 1. bio-physical 2. psychological 3. social 4. environmental / ecological

70 Behavioural interventions Understanding the customer(s) or: citizen, client, consumer, patient, community, public (etc) Understanding the behaviour Understanding what the key influences are Considering the range of options for action BEHAVIOUR patterns & trends behavioural THEORY INTERVENTION What they do patterns & trends influences & influencers Why they do it Integrated theory framework Options and mix 4 primary components

71 Wide range of behavioural theories Some examples commonly mentioned: Diffusion of innovations theory Rogers 1962 Social learning theory Akers & Ronald 1973 Health belief model Rosenstock 1974 Theory of reasoned action Fishbein 1980 Model of interpersonal behaviour Triandis 1980 Protection motivation theory Rogers 1983 Goal-setting theory Locke & Latham 1990 Theory of planned behaviour Ajzen 1991 Model of action phases Heckhausen 1991 Stages of change Prochaska, DiClemente 1992 Trans-theoretical model Prochaska et al 1992 Prototype / willingness model Gibbons et al 1998 Social cognitive theory Bandura 1999 BUT there are many more! AND the issue is how to decide what to use and draw from?

72 Integrated theory framework for behavioural influences

73 Integrated theory framework for behavioural influences A wider range of disciplines and theory that can contribute

74 Using an open theory approach A key consideration is deciding which disciplines and related theory to draw from, in selecting an intervention method or approach It is important to: Start with the customer first Gaining a deep understanding & insight into their everyday lives what moves & motivates them Then from initial customer insight looking at what theory can best inform intervention option selection Avoiding automatic application of our preferred theory to every situation and audience

75 Theory framework checklist tool Taking the potential complexity & managing it BEHAVIOUR:.. What factors / theories are potentially relevant? 1. Biological / physical 2. Psychological 3. Social 4. Wider environment

76 Starting with an open analysis Avoid closed analysis Starting with our own preferred theory Keeping the analysis open Start by developing a robust understanding of the customer eg: collecting data / intelligence on relevant behaviour and related knowledge / perceptions / attitudes / beliefs / values Examining the behaviour from the perspective of your preferred theory Draw down from the range of theories (across different disciplines) to identify ones that might offer insight & opportunities for ways to intervene Select intervention options that are grounded in the theory you started with Develop a working proposition for how to achieve & maintain the desired behaviour Select intervention options most likely to achieve the behavioural goals

77 National Benchmark Criteria 4 Insight Based on developing a deeper insight approach what moves and motivates

78 National Benchmark Criteria 4 Insight Focus is clearly on gaining a deep understanding and insight into what moves and motivates the consumer. Drills down from a wider understanding of the customer to focus on identifying key factors and issues relevant to positively influencing particular behaviour. Approach based on identifying and developing actionable insights using considered judgement, rather than just generating data and intelligence.

79 Developing actionable insights Moving from information to insight Important to move away from simply identifying and collecting a wide range of information, data and intelligence Towards identifying potential insights within the data and intelligence and then testing these with the audience

80 Behaviour and theory Understanding the customer s behaviour Drawing on theories from across different disciplines Developing a proposition based on insights Considering intervention options & developing a strategy } How to move from: current behaviour desired behaviour

81 Developing a proposition How to move from current to desired behaviour current behaviour and related knowledge, attitudes, beliefs, perceptions, values, emotional engagement INSIGHTS intervention mix PROPOSITION What will achieve and maintain desired behaviour? social marketing mix desired target behaviour specific and measurable behavioural goals

82 Proposition checklist 1. Has the proposition been developed based on clear audience / customer insights? 2. Are there different propositions tailored to different needs and contexts of different audience segments? 3. Does the proposition clearly articulate what s in it for the customer(s) or society as a whole? 4. Is it clear that the proposition is not simply a restatement of the intervention aims or policy goals? 5. Is it clear how the proposition will address or counter competition for the time and attention of the audience? 6. Is the proposition simple and straight forward to understand? (ie: a single line) 7. Is the proposition in everyday language? 8. Have those who need to follow up or contribute to components of the intervention been briefed and understand the reasons for the proposition? 9. Are pre-testing plans in place for intervention components have been developed based on the proposition?

83 National Benchmark Criteria 5 Exchange Incorporates an exchange analysis Understanding what the person has to give to get the benefits

84 National Benchmark Criteria 5 Exchange Clear analysis of the full cost to the consumer in achieving the proposed benefit (financial, physical, social, time spent, etc.) Analysis of the perceived / actual costs versus perceived / actual benefits Incentives, recognition, reward, and disincentives are considered and tailored according to specific audiences, based on what they value

85 Incentives and barriers for both the positive and problematic behaviour

86 Incentives and barriers for both the positive and problematic behaviour Critical point: When considering incentives and barriers it is important to not just focus on the problem behaviour. Considering the desired behaviour is key and provides additional options for ways to build on and reinforce this behaviour. For example: When looking at high teenage pregnancy rates in a deprived community it can be as valuable to consider those young woman who despite their social and environmental context don t become pregnant in their teens.

87 Exchange concept In very simple terms for the exchange to be positive the benefits to the customer need to be greater than the costs to them BENEFITS vs costs

88 Examples: 1. Smoking, 2. Immunisation, 3. Condom use CRITICAL POINT The benefits must be what the audience / customer thinks are important and will value not what we may think are important.

89 Example: Going for a Mammogram Crafting benefits to directly address costs

90 National Benchmark Criteria 6 Competition Incorporates a competition analysis Understanding what competes for the time and attention of the audience

91 National Benchmark Criteria 6 Competition Both internal & external competition considered and addressed Internal eg: psychological factors, pleasure, desire, risk taking, addiction etc External eg: wider influences / influencers competing for audience s attention and time, promoting or reinforcing alternative or counter behaviours Strategies aimed to minimise potential impact of competition by considering positive and problematic external influences and influencers Factors competing for the time and attention of a given audience considered

92 Understanding the competition our mission & messages

93 Understanding the competition Everyday life

94 Understanding the competition Reality check

95 National Benchmark Criteria 7 Segmentation Uses a developed segmentation approach (not just targeting) Avoiding blanket approaches

96 National Benchmark Criteria 7 Segmentation Traditional demographic or epidemiological targeting used, but not relied on exclusively Deeper segmented approaches that focus on what moves and motivates the relevant audience, drawing on greater use of psycho-graphic data Interventions directly tailored to specific audience segments rather than reliance on blanket approaches Future life-style trends considered and addressed

97 Segmentation Segmentation involves a process of looking at the audience or market and seeking to identify distinct sub-groups (segments) that may have similar needs, attitudes or behaviours. Traditionally this has focused attention on the use of demography and geo-demographic mapping. In the health context this can also include use of epidemiological data and mapping. However the wider use of attitudinal and psycho-graphic data provides potentially valuable ways to identify potentially homogeneous groups that may provide a useful starting point for developing tailored interventions. Important note: The is no right way to do segmentation and in each case the task is to examine potential data that might assist or support segmentation. Then using the utility principle test out which might best assist future intervention design and development.

98 Segmentation the process of sub-dividing a market into distinct subsets of customers that behave in the same way or have similar needs Commercial companies often segment according to one or more of the following critera: Geography Demographics Psycho-graphics Behavioural characteristics Benefits sought

99 Segmentation options Some examples SOCIO-DEMOGRAPHIC GEO-DEMOGRAPHIC BEHAVIOURAL PSYCHO-GRAPHIC AND ATTITUDINAL each has strengths and weaknesses EPIDEMIOLOGICAL (in health context) SERVICE UTILISATION USING INFLUENCERS SOCIAL NETWORK ANALYSIS

100 Segmentation components INPUT mix OUTPUT understanding & insight SOCIO-DEMOGRAPHIC BEHAVIOURS PSYCHO-GRAPHIC AND ATTITUDINAL USING INFLUENCERS SOCIAL NETWORK ANALYSIS Who & where people are Social context and settings What people do Behaviour and service use (general lifestyle and topic specific) Media consumption How people think & feel Needs, benefits, motivations Values and beliefs Influences (reference groups) and relevant influencers }KEY SEGMENTS (whole person)

101 Segmentation: examples of tools and resources SOCIO & GEO-DEMOGRAPHIC Mosaic Acorn TGI Census UK DemographicsNowUK People and Places BEHAVIOURAL World Esomar Research bmra MRS PYCHO-DEMOGRAPHIC ESRC Academia Social Research Association

102 Common segmentation factors Overview BEHAVIOURS / MODE based on what people do Behaviour & usage, eg > frequency > place > time > occasion > extent of use (a little / a lot) > persistency (loyalty) Activities & interest, eg > type of activity (sport) > lifestyle > car, bike, walk > leisure interest > what money spent on Media consumption, eg > TV channels, radio, press > where most info comes from > internet & digital use > how info is absorbed > what media engaged > access to media SOCIO-DEMOGRAPHIC based on who people are Demographics, eg > gender > family age & life stage > household type / composition > education > income & social class > working status > physical status > urban vs rural > postcode & region > mobility > moving frequency > house ownership MULTI-FACTORAL SEGEMENTATION based on combination of data and factors > data fusion and synthesis > statistical modelling ATTITUDES based on how people think & feel Needs, benefits, motivations, eg > need, convenience, reliability, support > beliefs, desires, wants > deep seated drivers (love, hope) Attitudes & beliefs eg > to life in general > to organisation intervening (local or national body, Govt etc) > life specific (health, food, exercise, race) Influences, eg > authority figures (teachers, doctors, police, social workers) > parents, friends & peers > role models community influences Adapted from GCN Engage