Slides prepared by Prof. Maya B. Herrera, FASP. All Rights Reserved. Montagu, Dominic Information DisseminationMalaria Job-aids in Kenya Behavior Change

Slides prepared by Prof. Maya B. Herrera, FASP. All Rights Reserved.Montagu, Dominic

Information Dissemination Malaria Job-aids in Kenya

Behavior ChangeSocial Marketing

Smoking Cessation

Commodity Social Marketing

Use of Condoms inPhilippines, Bangladesh, etc.

Interactive Social Marketing/Lite-Franchising

Malarine Treatment in Cambodia

Social Franchising Smiling Sun Myanmar

Building Public/Private Partnership for Health System Strengthening

Social MarketingMaya Baltazar Herrera, FASP, PhD

Asian Institute of ManagementBali Hyatt Hotel, Sanur, Bali

21-25 June 2010

Slides prepared by Prof. Maya B. Herrera, FASP. All Rights Reserved.

“Why can’t you sell brotherhood and rational thinking the way you sell soap?”

– Wiebe, 1952


Definition of Social Marketing Role of Social Marketing in PPP

and the Health Sector Sample Social Marketing

Programs Changing the Social Contract:

Developing Social Marketing Programs


Use of the tools and principles of social marketing in order to achieve a social good:◦ Accept new behavior

Use helmets when riding motorcycles◦ Abandon current behavior

Stop smoking◦ Reject potential behavior

Avoid alcohol when pregnant◦ Modify current behavior

Cook using heat that does not produce smoke


Fundamental unit of marketing is the exchange◦ At least 2 parties◦ Each party has something the other wants◦ Goal is value maximization

Focus of social marketing is behavior change◦ Also at least 2 parties: policymakers and

target adopters of desired behavior◦ Policymakers reap the public good◦ Adopters goal is still value maximization

Value = benefit - cost


Focus on target audience: target adopter of new behavior

Presumes that change in behavior is a voluntary act (WIIFM)

Enhances the factors that would increase likelihood of voluntary change in behavior

Matter of creating net perceived value = perceived benefits minus perceived costs◦ Enhance perceived benefit◦ Reduce perceived cost


Continuing Desire

Price

Cost

DifferentiatingValues

ThresholdValues

Demand

SupportCompetencies

CoreCompetencies

Supply Creating Sustainability

Customer

Surplus

SupplierEarning

AffordabilityAlternatives

Source: Herrera, M.B. Asian Institute of Management


Net Net Delivered Delivered

ValueValue

TOTAL TOTAL CUSTOMER CUSTOMER

COSTCOST

TOTAL TOTAL CUSTOMER CUSTOMER

VALUEVALUE

PRICEPRICE

Energy CostEnergy Cost

Psychic CostPsychic Cost

Time CostTime Cost

Product ValueProduct Value

Image ValueImage Value

Services Services ValueValue

Personnel Personnel ValueValue

EQUALS

EQUALS

LESS

LESS

Source: Lopez, T. Asian Institute of Management


Tangible Product/Commodity◦ Control of Diarrheal

Diseases (e.g. Egypt 80’s)

◦ Contraceptive social marketing (Bangladesh 70’s to 80’s, Dominican Republic 80’s)

◦ Condom Promotion (Kenya 70’s)

Sustained Health Practice◦ Weaning projects

(Cameroon 80’s, Indonesia 80’s)

◦ Campaigns against smoking

Services Utilization◦ Vaccines and

Immunization (Colombia, 80’s Philippines 80’s)


Sometimes the desired change in behavior is to promote the general use of a particular commodity (e.g. Condoms for safe sex)◦ The final desired behavior, then, is the use of

the commodity◦ Supporting behavior changes may be

necessary (e.g. of influencers)◦ Additional interventions may be required (e.g.

enhance the supply side)


More efficient markets in desirable products◦ Commodity-based marketing

Creating markets where they don’t exist◦ Non-existent supply◦ Uncertain unit of exchange, ethical issues◦ Example: donor organ market


Sustainable, commercial

supply

TropicalFishermen

Usingcyanide

TropicalFishermen

Usingcyanide

Use nets instead TO EARN MORE

Use nets instead TO EARN MORE

Target AdoptersTarget Adopters

No communication traction until the

message is proven

Adoption depends on Availability

A critical mass is necessary

Earn more depends on Price:Effectivity

equation

Lopes, T. & Herrera, MBSource: Lopez, T. & Herrera, M.B. Asian Institute of Management



Objective is a social good Many PPP interventions dependent on

reaching new (desired) market equilibrium for sustainability

Change in behavior necessary for achievement of goals◦ Main public is individuals, who make decisions

based on net perceived value◦ Other players contribute based on goal of

value maximization. Different player, different definition of value. Private sector: profit or mission LGE: political capital


Social Marketing complex and multi-phased Private sector players can provide

expertise, reach, efficiency Private sector participation in social

marketing project can be based on:◦ Commercial transaction◦ Philanthropy◦ CSR


Medical and family history Lifestyle choices Living situation Health-seeking behavior

◦ Timing, locus, treatment Challenges:

◦ Lack of information◦ Information assymetry◦ Affordability and availability of financing◦ Limited capacity and choice◦ Multiple decision-makers (patient, doctor,

payor)


Increasing the adoption of a product, service or behavior change

Possible Objectives:◦ Enhance access◦ Increase alternatives; and enhance quality◦ Improve affordability

Volume-price dynamics◦ Increase Quality control◦ Improve effectiveness and/or efficiency

Especially appropriate when multiple decision-makers are involved (mass markets) and the objective is a degree of self-sustaining market equilibrium


◦ Changing mindset Providing better information Deliver information from an audience-focused point

of view◦ Enhancing perceived benefits

Message is important: What defines value? Improve product (e.g. lower dose pills)

◦ Decrease perceived cost Interventions to decrease price Interventions to increase availability and choice


Enhancing pereived net value Interventions to increase demand to

commercial volumes Interventions to establish or strengthen

supply chain◦ Temporary support to manufacturer◦ Temporary support to distributor◦ Increase players

Supporting programs◦ Price control




Vietnam: Over 11,136 people motorbike accident deaths annually between 2002 and 2006.

Ogilvy created a pro bono advertising campaign for the Asia Injury Prevention Foundation.

Multi-media: Television, print, postcard, radio and internet ads.


•The Ogilvy Campaign•%age of helmet-wearing in Hanoi and Ho Chi Minh doubled (10.8% to 19.2%) in four months. •Campaign influenced legislation. Mandatory helmet wearing advanced to 2007 from 2008.


Vietnam Helmet Wearing Coalition

2-hour parade through HanoiOpen air concertNews stories

Stories of victims

Children are exempt from mandatory helmet-wearing

Cost is a barrier for many motorcycle riders

A coalition of public sector agencies, corporations and non-profits pursue a multi-pronged approach:

Awareness campaigns.Making helmets more affordable.Giving away helmets.


Many cases in Reproductive Heath – Condoms and Pills◦ Raja and Maya in Bangladesh◦ Trust in the Philippines

A mix of communication, initial subsidies and other (e.g. funding and financing) interventions

Two general approaches◦ NGO-based◦ Manufacturer-based

Financial Sustainability is key ◦ Unrealistic expectations often a cause of

failure


Eliminating Leprosy in Sri Lanka◦ “Hidden” cases, high involvement decisions,

irrational fears◦ Promo: Communication campaign addressed

to “possibly infected” and influencers◦ Place: Increase treatment points-75 to 225◦ Price: Novartis Foundation provides MDT free

of charge◦ Monitoring: Opinions, epidemiology◦ Williams, et al. Social Marketing Quarterly, Summer 1998

Similar campaigns used for HIV/AIDS and TB


A recognizable identity Credibility Can be leveraged to other projects Can be leveraged to increase participation

When highly successful, the brand itself becomes a message


Began in the 1980’s to address environmental concerns

Directed at children Historically highly

successful

Now on-line interactive

Expanded into forest conservation and waterways restoration



Cause-Social Objective Change Agent-Individual/organization Target Adopters-Individuals/groups/societies Channels-Communication/distribution paths Change Strategy-Direction and program


Analyze the social marketing environment

Researching and selecting the target adopter population

Designing social marketing strategies

Planning social marketing mix programs

Organizing, implementing, controlling, and evaluating the social marketing effort


KNOWLEDGEKNOWLEDGEATTITUDEATTITUDEPRACTICEPRACTICE

TargetTargetAdopterAdopterB

ehav

ior

Beh

avio

r

SupplierSupplier

Other Stakeholders, Other Stakeholders, InfluencersInfluencers

ProductProduct

PromotionPromotion

PricePrice

PlacePlace

Soc

ial M

ark

etin

g M

ixS

ocia

l Mar

ket

ing

Mix

Policy, PoliticsPolicy, Politics

PartnershipsPartnerships

Purse StringsPurse Strings

Source: Herrera, MB Asian Institute of Management


Mindset

Input

HabitOrganizationCues

Belief

Attitude

Behavior

ActionFeelingThinking

Exposure

Attention

Retention

Mind share

Mindset



Market Research Communications Campaign

◦ Professional Provider◦ NGO, FBO, MBO

Communities, Social Networks Follow up communication and monitoring Manufacturers Distributors Project Managers Evaluation

Why PPP?Capabilities &

Success

Why PPP?Capabilities &

Success


Crusade

PopularCause

Managerial

Bureaucratic

WJ Schroer & Co.


What is the objective? Who is the primary audience? What change in behavior are we looking

for? What other conditions are necessary to

achieve desired change in behavior? Who are other stakeholders, publics? Are there required changes in behaviors of

other publics?





Early forms PSA’s and slogans Use of full range of marketing

techniques for social causes in 1960’s◦ Nutrition and health education

“Social Marketing” first coined by Kotler & Zaltman, 1971◦ Social change management strategy

Coincided with 1970’s push towards greater individual responsibility

Sources: Walsh et al, Social Marketing, for public health Ling et al, Social Marketing, its place in public health


What is it? What can it do? Is it even marketing? What is involved?

“Demarketing” Advertising to Communication to Social

Marketing Practice and Guidelines developed

◦1980’s (Kotler; Manoff)



Does it work? What affects how well it works? Evaluation of methods, esp. of evaluation (after

only; no control groups) Earliest documented success: contraceptive

social marketing (Population Reports, 1980)◦ Preceded and enhanced by general

societal shifts in attitudes on sex & gender Identification of challenges involved in public

health Health related commercial marketing begins



Social marketing much more pervasive in public health

Generally regarded as a useful tool Still little understood by many health

professionals Capabilities and expertise largely in the

private sector Integrate with allied practices ; Take a broad

view; Broader coalitions



Segmentation and target market understanding critical

Strategies must address motivations of each sector

In implementation: leadership support and community participation are important; integrating learning from monitoring in implementation is critical

Source: Walsh et al, Social Marketing, for public health


Theory versus Practice Research to know vs. Research to

show Market vs. Social values

Source: Walsh et al, Social Marketing, for public health


Total Exposure, Gustav Carlson Walsh et al, Social Marketing for Public Health (w/ Primer) Ling et al, Social Marketing, its place in Public Health Social Marketing Quarterly www.social-marketing.org www.wpp.com (CSR) http://www.psp-one.com (USAID resource)

◦ Private Sector Partnerships for better health Managing Brand Equity, David Aaker WJ Schroer Co. – website Corporate Image, Wally Olins www.social-marketing.com

◦ What is Social Marketing?, Nedra Kline Weinreich Serrat, O. The Future of Social Marketing. ADB paper.

January 2010. (Note: Short and sweet primer)


Short-term Change

Long-term Change

Micro(Individual)

Group(Organization)

Macro(Society)

BehaviorChange

Change in Norms

Macro(Society)

Lifestyle Change

OrganizationChange

Macro(Society)

Source: Levy & zaltman. Marketing, Society and Conflict, Prentice Hall, 1975


Cell A Initiative to persuade men to be examined for colon cancer

- cost is low -action clearly benefits

the individual

Cell B Recycling programs

- cost is low - action benefits society

Cell CSmoking cessation program

- cost is (difficulty) is high -action clearly benefits

individual first

Cell DInitiative to reducechlorofluorocarbon (CFC)

- cost to affected chemical companies is high

- action benefits society

Cost is low

Cost is high

Intangible, societal benefits

Tangible, personal benefits

Source: Do Better at Doing Good; Rangan, Karim and Sandberg


Cell A - clear, direct benefits - change is easy - communication and

information are key

Cell B - intangible, indirect benefits

- change is easy - ultimate benefits should be stressed - convenience is key

Cell C - clear, direct benefits - change is difficult - balancing communication efforts with strong support system is key

Cell D - intangible, indirect benefits - change is difficult

Try to reposition into Cell C; if repositioning is impossible:1) Try leveraging the enthusiasm of early adopters2) Try supply-side persuasion

Cost is low

Cost is high

Intangible, societal benefits

Tangible, personal benefits

Source: Do Better at Doing Good;

Rangan, Karim and Sandberg


OrientationBehaviorTheory Insight

ExchangeCompetitionSegmentationMethods Mix

Source: www.nsmcentre.org.uk


LEGISLATIONLEGISLATION ENFORCEMENTENFORCEMENT

SOCIAL PROBLEMS ARE NEVER UNITARY

Each element of a social problem is caused by and affect a unique set of the members of society ! A social product for each social

stakeholder!

SOCIAL PROBLEMS ARE NEVER UNITARY

Each element of a social problem is caused by and affect a unique set of the members of society ! A social product for each social

stakeholder!

Soil Nutrient DepletionSoil Nutrient Depletion

Waterways pollutionWaterways pollution

Air PollutionAir Pollution

Solid Waste ProliferationSolid Waste Proliferation

Over-fishingOver-fishing

Coral Reef DestructionCoral Reef Destruction

Forest denudationForest denudation

Single crop farmersSingle crop farmers

Riverbank industriesRiverbank industries

MotoristsMotorists

City dwellers/ businessesCity dwellers/ businesses

Commercial fishermenCommercial fishermen

Slash/Burn FarmersSlash/Burn Farmers

Cyanide fishermenCyanide fishermen

Source: Lopesz, T. MB Asian Institute of Management


Driving Forces

Allies

Hindering Forces

Antagonists

Program Objective

What?

• Local Gov’t Units• NGOs• National Gov’t Agencies• PO’s and Volunteers• Media• Citizens

• Advocacy Groups withdifferent agenda

• Antagonistic LocalGov’t Official

• Weak Capabilities• National Gov’t

Agencies competing for budget allocation

Favorable Conditions

Improved Technology• Increasing Media Awareness• Increasing Interagency

Cooperation• Improving Image

Unfavorable Conditions

Poverty • Growing Population• Stressful Lifestyle• Disasters• Degraded Environment• Increasing Crime Rates• Migration of Talent• Low CAPEX Budget



Demand-side◦ Target population◦ Constraints to demand

Supply-side◦ Characteristics of product

Is there a well-defined product? Is there a personal benefit for using that

product?◦ Potential producers

Optimal scale of production Constraints to production

◦ Potential retail outlets (not necessarily traditional outlets)

•Adapted from Hanson, Kara. “The State of the Market for Nets and Insecticides in Africa”


Documents

Slides prepared by Prof. Maya B. Herrera, FASP. All Rights Reserved. Montagu, Dominic Information DisseminationMalaria Job-aids in Kenya Behavior Change