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➤ 3
SOCIAL MARKETING: A BRIEF OVERVIEW
All these actions require individuals or groups to change behavior to
improve the quality of life for themselves, or the community as a
whole. This is what social marketing is all about.
Social marketing is using marketing principles to influence human
behavior to improve health or benefit society.
You don’t have to be a marketing expert to integrate social marketing
into your public health practice, but it helps to understand some basic
marketing principles. Some of the fundamental marketing principles
that are critical to the success of social marketing campaigns include:
➤ Understanding your AUDIENCE, their needs and wants, their
barriers, and their motivations
➤ Being clear about what you want your audience to DO;
changes in knowledge and attitudes are good if, and only if,
they lead to ACTION
➤ Understanding the concept of EXCHANGE; you must offer your audience
something very appealing in return for changing behavior
➤ Realizing that COMPETITION always exists; your audience can always choose to
do something else
➤ Being aware of the “4 P’s of Marketing” (Product, Price, Place, Promotion) and how
they apply to your pr
ogram
➤ Understanding the role that policies, rules and laws can play in efforts to affect
social or behavioral change
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: A DIFFERENT LENS FOR YOUR WORK
Social Marketing Begins and Ends with Your Target Audience
Social marketing provides a framework for understanding your
target audience’s behavior and where best to intervene for positive
behavior change.
Social Marketing Provides an Effective Way to
Create Change with a Large or a Small Budget
Successful social marketing campaigns are often equated with
big budgets. However, slick TV ads and expensive print materials
are not required to make an impression on your audience. Many
effective, low-budget campaigns have been developed in a variety
of communities. (Case studies of campaigns done on both large
and small budgets are available in
Lessons from the Field, a
free resource available online at www.turningpointprogram.org.
A summary of case studies is included in the More Resources for You section of this report.)
Social Marketing Provides a Logical Process for Program Planning and Evaluation
The six phases of the social marketing process described in the following section will guide
you with helpful tips on how you, as a manager, can help your staff achieve success.
The beauty of social
marketing is that it
forces planners to design in
the wants and needs of all
players — consumers and
intermediaries — and then
create feedback loops
throughout a campaign.
Susan Foerster, Chief
Cancer Prevention and
Nutrition Section
California Department of Health
4
➤
Our social marketing campaign was effective and inexpensive
because we used already available research from local youth.With
a budget of $11,000, we were able to implement a successful teen/young
adult tobacco communications campaign in one community by working
with a local community-based organization. We used teen testimonials in
developing paid radio advertisements, bought ads in campus newspapers,
developed posters, used phone cards as incentives, and placed news stories.
Linda W
einer
, Dir
ector of Communications
American Lung Association of San Francisco and San Mateo Counties
THE SIX PHASES OF THE SOCIAL MARKETING PROCESS
What follows is a basic guide to the phases in the social marketing
process, including questions to ask and items to consider or pay
attention to during the process. The six phases described are from
CDCynergy — Social Marketing Edition, a planning tool on CD-ROM
that contains a wealth of information and resources about social
marketing (see the
More Resources for You section of this guide).
For a written overview of the six phases of the social marketing
process, please see the
The Basics of Social Marketing, also
available from Turning Point.
Whether you are a program manager or a department supervisor,
we hope this process will help you be an engaged, informed, and
efficient social marketing consumer and practitioner.
➤ 5
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 a 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
,
Pr
esident and CEO
Planned Parenthood of
Northern New England
“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.

What’s Different
Behavior change will be at the center of your
program.
The problem description should
reflect which behaviors are contributing to the
problem and which proposed behaviors will
be promoted as the solution.
The pr
oblem statement should be infor
med
by theories of behavior
, and how change
occurs. This r
equir
es that your staf
f consider
factors that influence behavior
, or behavioral
deter
minants. Sometimes, these may be
expr
essed in ter
ms of benefits and bar
riers.
Factors “upstream” in the causal chain from
the problem and associated behaviors may be
considered.
How You Can Help
➤ Confirm that the problem description and
rationale fit your department’s current
priorities.
➤ Determine that the data presented are
complete and support the problem analysis.
➤ Ensur
e that the SWOT (Str
engths,
W
eaknesses, Oppor
tunities and Thr
eats)
analysis is complete, and identified factors
ar
e defensible.
➤ Review the proposed strategy team for seri-
ous omissions or political sensitivities.
➤ Clarify who else must review and approve
key elements of this program at various
points, and help with a plan for expediting
such review and approval.
6
➤
PHASE 1: DESCRIBE THE PROBLEM
At the outset of this process, you and your
staff will develop a description of the health
problem to be addressed and a compelling
rationale for the program. These are to be
based on a thorough review of the available
data, the current literature on behavioral
theory, and best practices of programs
addressing similar problems. Through an
analysis of Strengths / Weaknesses /
Opportunities / Threats (SWOT), you will
identify the factors that can affect the program
being developed. Finally, you will develop a
strategy team — probably comprised of staff,
partners, and stakeholders — to help develop
and promote the program.
Much of this will feel very familiar to you, but
there may be one or two important differences.
Staff members of the Maine Breast and
Cervical Health Program indicate that the
direct expenses for their social marketing process were
less than $1,000. There was a significant amount of
staff time that went into the formative research
process however, the staff time committed to this
effort would have been spent in some form of
program planning. This case is an example of how
state government can, with minimal cash expenditure,
improve the effectiveness of an existing program by
utilizing a social marketing approach to program
planning and evaluation.
Maine Breast and Cervical Health Program Case Study
Social Marketing and Public Health: Lessons from the Field
➤ 7
PHASE 2: CONDUCT THE MARKET RESEARCH
Social marketing depends on a deep understanding of the consumer. In this phase, you will
research what makes your target audience tick, and what makes audience subgroups, or
“segments,” alike and different from one another. This research aims to get inside your
consumer’s head, understanding what he or she wants in exchange for what your program
wants her or him to do, and what he or she struggles with in order to engage in that behavior.
The objective of the research is to determine:
➤ How to cluster your target audience into useful segments
➤ Which target audience segments are most ready to change their behavior
➤ What they want or need most in order to do that
What’
s Different
Dividing the audience into segments: Your
research aims to identify which members of
your target audience are more likely to adopt
the desired behavior, and important similarities
and/or differences among them. These
answers will set up the strategy development.
Identifying competing behaviors: The safer,
healthier behavior you promote is competing
with many other choices your target audience
can make, including the risky behavior they
may be performing now. To be effective, your
strategy must make your proposed behavior
at least as attractive as the alternatives.
A focus on benefits and barriers: People do
things because they get benefits in return.
Barriers make it harder for people to act.
Your research must uncover which benefits
the target audience wants more, and which
barriers they struggle with most. Your
strategy depends on this.
Distinguishing “doers” from “non-doers”:
One way to determine which benefits or
barriers most influence a population’s
behavior is to compare those who do the
behavior (doers) with those who don’t
(non-doers). The key is to look at how they
are different, rather than the same; those fac-
tors will be the key clues to behavior change.
How Y
ou Can Help
➤ Confirm the available budget and other
needed resources for the program.
➤ Review the rationale behind the selection
of the target audience, desired behavior,
and behavioral goal.
➤ Review the intervention mix and the
respective objectives:
- Is it clear how each intervention either
adds value or reduces costs to the target
audience?
- Is it clear what each intervention is
intended to do and how it af
fects the
desir
ed change?
- Taken together, will the overall mix of
interventions reach enough of the target
audience often enough to have the
desired 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?
8
➤
PHASE 3: CREATE THE MARKETING STRATEGY
The centerpiece of your social marketing program is articulating what you are setting out to
achieve and how you’ll do it. Based on the research findings, begin by selecting a target audi-
ence segment and the desired behavior to be promoted. Then, specify the benefits the target
audience will receive for doing that behavior. These must be benefits the target audience really
cares about and that your program can actually offer. You may also specify key barriers that the
program will help the target audience overcome in order to perform the desired behavior.
What’s Different
Targeting some, not all. Your strategy likely
will focus on the largest audience segments
that are more ready to change. This focus
enables you to tailor what you are offering to
the defined target audience, which improves
efficiency and effectiveness. But it means
your program will not be reaching everyone
equally, an outcome that sometimes presents
political difficulties.
Audience profiles. These are rich descriptions
of your target audiences, designed to give
planners a textured, research-driven picture
of whom you aim to reach and influence.
Exchange, or creating an offering, not a
message.
Your program must offer the target
audience meaningful benefits in exchange for
adopting the desired behavior. This offering
must be clear
, r
eadily available, and appealing
to your audience.
Interventions that address key determinants.
It is likely that the strategy you review will
contain a mix of interventions. Each one
should clearly address one of the identified
behavioral determinants, with an emphasis
on key benefits and barriers.
Finally, your research may indicate that
existing programs/services need improvement
or replacement because they don’t reach the
right audience or because they fail to meet key
audience needs. This may ruffle feathers, but
keep your health objectives in mind.
How You Can Help
➤ Most importantly, allocate available resources
for this critical phase of the process.
➤ Make sure that timelines and roles and
responsibilities seem clear and reasonable.
➤ Confirm that any required review/clearance
and procurement mechanisms are clear and
in place.
➤ Review the research report to look for the
following:
- What most distinguishes key audience
segments from one another?
- Which target audiences appear most
ready to change? And why?
- What benefits and barriers do target
audiences ascribe to the desir
ed and
competing behaviors?
- What appear to be attractive exchanges
for the respective audience segments?
➤ Remember that you are not the target
audience.
➤ 9
PHASE 4: PLAN THE INTERVENTION
This phase involves developing interventions and tactics in four possible areas: new or
improved products or services, staff training, policy change, and communication. These
processes and considerations involve keeping on strategy, ensuring that each intervention
addresses the respective target benefit or barrier, is accessible and appropriate for the target
audience, and is ready to go when it needs to be. You and your staff will develop a plan,
timeline, and budget for each of the proposed interventions, and highlight where key
partners and stakeholders are needed and how to engage them. At the end of this phase,
you should have a comprehensive workplan that describes and ties together all the pieces.
What’
s Different
Keep focused on the target audience.
The program is for the audience, not the
implementers. If you or your staff become
strongly invested in a particular approach,
get suspicious. Ask yourselves how you
know this is what the audience wants.
Delivery, reach, and outcome objectives.
The intervention components of the overall
plan must reach enough of your target
audience, and must deliver what they want
and need in order to make an evident impact.
Interaction between interventions: You want
repeated exposure to your products, services,
and messages. Plan to reinforce and repeat.
It is better to do a few things ver
y well than
mor
e things insuf
ficiently.
How Y
ou Can Help
➤ Review the overall workplan:
- Are the respective objectives of each
activity clear, feasible, and on-strategy?
- Are roles and responsibilities clear
and feasible?
➤ Do timelines and budgets appear reasonable
and fit your departmental schedules?
➤ Are necessary review/clearance and
procurement mechanisms clear and in place?
➤ Review rationale and technical content for
proposed modifications/improvements:
-
Does each of the pr
oposed activities
support the overall strategy?
-
Do they clearly of
fer the benefits sought
by the tar
get audience?
- Do they lower or remove key barriers?
➤ Have the activities been pre-tested and
revised based on the findings?
10
➤
PHASE 5: PLAN PROGRAM MONITORING AND EVALUATION
During this phase, you determine what information needs to be collected, how the information
will be gathered, and how the data analysis and reporting will take place. Social marketing is
based on an iterative design model, so monitoring data are used to both ensure the program
is being implemented as planned and to examine whether your strategy and tactics are
suitable or need tweaking. You also will put a proverbial finger in the wind to consider if
environmental factors (such as policies, economic conditions, new programs, structural
change or improvement) have changed in ways that affect your program.
You and your staff also will design a research plan to evaluate the effects or outcomes of the
social marketing program. This will involve examining whether:
➤ Desired effects were achieved
➤ Observed effects can be attributed to your program
➤ The underlying logic of the intervention and its relationship to desired effects are sound
As you know, good program evaluations are highly prized by policy-makers and funders, but
rarely paid for. These evaluations can be modest or extensive, but should be designed to
maximize the available resources. So, at an early point in this process, you will want to
assess not only resource needs but also what you can make available for these purposes.
What’s Different
Gather data to understand “How we are
doing” so the program can be adjusted and
improved.
Your target audience’s exposure,
message recall, and opinion are primary
concerns here.
You will assess indicators that reflect the
behavior change objectives that were set,
rather than the ultimate epidemiology or the
morbidity / mortality objective. For example,
the evaluation design might examine changes
in audience perceptions of consequences, or
self-efficacy to performing the desired behavior.
How You Can Help
➤ Allocate available resources for this critical
phase of the process.
➤ Make sure that timelines and roles and
responsibilities seem clear and reasonable.
➤ Confirm that any required review/clearance
and procurement mechanisms are clear
and in place.
➤ Review the research report to look for
the following:
- What most distinguishes between key
audience segments?
- Which target audiences appear most
ready to change? And why?
-
What benefits and bar
riers do target
audiences ascribe to the desir
ed and
competing behaviors?
-
What appear to be attractive exchanges
for the r
espective audience segments?
➤ 11
PHASE 6: IMPLEMENT THE INTERVENTION AND EVALUATION
Finally, after all the planning, you are ready to implement the program and the evaluation.
This phase walks through steps for launching the program; producing materials; procuring
needed services; sequencing, managing, and coordinating the respective interventions;
staying on strategy; fielding the evaluation; capturing and disseminating findings and
lessons learned; and modifying activities as warranted.
Not fully implementing the program plan is one sure way to produce mediocre results, so
you will need to stick to the identified strategy while the interventions have adequate time to
unfold and reach intended target audiences. At the same time, your monitoring plan should
be alerting you to any issues that require urgent attention or modification. Staying on top of
important stakeholder and partner perspectives and concerns is an important function during
this phase.
What’s Different
Monitoring data-driven, mid-course corrections,
as appropriate.
You and your staff must feel
comfortable making necessary adjustments
to the strategy and tactics if something’s not
working. You should be brought in to review
and approve any proposed changes, and
defend staff as needed.
How You Can Help
➤ Establish an appropriate schedule of project
updates — both technical and financial.
➤ Help your staff to stick to the strategy.
This may entail either giving them a buffer
from external pressure, or questioning
sudden opportunistic departures from
the strategy or program plan.
➤ Monitor the perspectives and concerns
of par
tners and stakeholders.
-
Ar
e partners pleased with the program’s
dir
ection and progress?
- Are stakeholders apprised and
supportive of the project and its
accomplishments?
12
➤
DETERMINING BUDGETS AND FINDING FUNDING SOURCES
Editor’s Note: The chapter entitled “Determining Budgets and Finding Funding Sources”
is reproduced in the print version only of this publication (pages 12-25). Under copyright
agreements with the publisher, this content is not available online. To view this content, you
may refer to the original book by Kotler, Roberto and Lee (see below), or request a printed
copy of
The Manager’s Guide to Social Marketing by contacting Turning Point at 206-616-8410
or www.turningpointprogram.org (complete information on the back cover). We apologize
for any inconvenience.
“Deter
mining Budgets and Finding Funding Sources” is reprinted from: Kotler, P., N.
Roberto, and N. Lee.
Social Marketing: Improving the Quality of Life. Pp. 349-362, copyright
© 2002 by Sage Publications, Inc. Reprinted by permission of Sage Publications, Inc.