Time to get Strategic in Social Marketing:

Transcription

1 Wednesday 21 September 2016, Pre-workshop 2: Time to get Strategic in Social Marketing: The added value of applying Social Marketing principles to social programme design as well as delivery Professor Jeff French

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3 My Thesis: Marketing principles enhance policy, strategy development and increases the impact of social programmes. Social Marketing goes beyond tactics to enable systemic social programmes that are valued by recipients.

4 Issues we will explore How Social Marketing principles, concepts and techniques add value to social policy development and implementation. How Social Marketing can be used to enhance policy selection and the building of more citizen centric social programmes aimed at influencing behaviour.

5 Content 1. Why we need to put more emphasis of the strategic application of social marketing 2. How Social Marketing can enhance social policy making as well as delivery 3. How Social Marketing can be used upstream to inform and add value to policy selection and refinement 4. How Social Marketing can be integrated into the strategic planning process 5. How to engage with policy makers

6 Do we apply social marketing Pop quiz Does your organisation: 1: Have clearly defined behavioural objectives for all interventions? 2: Build strategy around creating value for citizens? 3: Develop targeted interventions aimed at identified segments of the population? 4: Develop an intervention mix based on insight, evidence and theory? 5: Set out a clear evaluation plan capable of measuring behavioural impact and efficiency? YES NO YES NO YES NO YES NO YES NO

7 Big Problem: Under utilisation & Misinterpretation of Marketing in Government Private and NGO sectors

8 Why we need a strategic approach to Social Marketing in as well as an operational one

9 Exercise: In 2 s List what you think the weaknesses of many social programmes are..

10 Better Use of Public Funds and Serve the people better Theresa May Sauli Niinisto

11 Features of many social programmes 1. Short term 2. High cost 3. Crude understanding of behaviour change 4. Focused on cure not prevention 5. Poor co-ordination 6. Poor evaluation

12 Evidence and Insight informed Policy? Evidence and Insight Policy The reality slightly different Policy with evidence Policy in search of evidence Policy counter to the evidence Evidence in search of policy Eminence based policy Policy in search of a headline

13 The big frustrating questions for Donors and Governments What is the impact of the funds we invest? What is the ROI? What have we learnt?

14 Started in a New Jersey prison in the 1970 s. Research conducted by Petrosino & the Campbell Collaboration shows that : Instead of turning kids away from crime they are about 12% more likely to commit a crime

15 Governments must focus more on RCTs & Evidence Based Policy Making RAPID Policy Outcome Mapping Approach Step 1: Describe the policy environment at the end and beginning of the timescale. Step 2: Identify key policy actors and boundary partners Step 3: Describe the behaviour of the key actors/boundary partners Step 4: Map the key changes in behaviour Step 5: Map the key changes in the project Step 6: Determine level of impact/influence

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17 Knowledge Attitudes Behaviour

18 Strategic Social Marketing Inform and legislate OK But not enough

19 From passive recipients to Active Co-creators

20 The global tsunami of popular dissatisfaction with political leaders Fall in trust in authority Falling social cohesion Fear of the future Pessimism

21 Citizens want to be a big part of the solution. I do not believe you I do not trust you Listen to me I am in control now Help me solve the problems

22 MICHAEL SANDEL NEW CITIZENSHIP A new politics of the common good more scrupulous politicians, more demanding idea of what it means to be a citizen

23 The fatal conceit = The state and experts know best and can order society Policy fails when interventions are developed according to a rational plan derived by experts Policy works when citizens have been involved in the process of problem identification, solution generation, delivery and evaluation

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25 We know a lot about how to create and sustain social change but the new challenges are not the same as the old ones Complex but not Complicated

26 Nathan Coley Effective Policymaking involves: 1. Informed by Evidence 2. Informed by citizen Insight 3. Informed by Science 4. Clear objectives 5. Embedded learning systems 6. Stakeholders involved 7. Strategic focus and congruent tactics

27 ECONOMIC MAN AND WOMAN HE AND SHE DON T EXIST

28 Alternatives to legislation and education are grabbing the attention of policy makers

29 Nudge Positive or only minor penalties Avoidable Passive, and easy, i.e. require little effort Low cost, to both the person and to the organisation utilising them

30 The value/cost exchange matrix 4 Primary Forms of intervention eg: Reward for not smoking Active Decision Conscious / Considered eg: A Fine Incentive Reward Hug Nudge Smack Shove Disincentive Punish eg: A default saving scheme Automatic / Unconscious Passive Decision eg: Restrictions on sale time and age for alcohol

31 1.Rapid Cognition 1. Mindless Choosing 2.Status Quo Bias 3. Ego Depletion 4. Decision fatigue 2.Loss & Gain 1. Consistency 2. Temporal discounting 3. Anchoring 3. Feedback 1.Incentives 2. disincentives 4. Trust 1. Authority 2.Liking 5. Framing 1.Computation 2.Salience 3. Priming 4.Low attention processing 6. Social Norms 1.Reciprocity 2.Value attribution

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33 Influencing social behaviour is complicated, it requires effort and the application of science and planning

34 French J. Strategic Social Marketing Ltd 2016.

35 Expert Derived interventions Value to Citizen Based Strategy

36 Existing Expert defined model of planning social interventions Policy Aims and Targets Expert Defined: Need, Solutions and Objectives Strategies, Programmes and Plans Delivery Consult and Adapt to User Needs Evaluate Learn and feedback

37 Exercise in 3 s How could this model be changed to reflect and include more citizen input?

38 Value to Citizen Model Policy Aims and Targets informed by citizen research Citizen Wants and Needs, Knowledge, Attitudes and Belief Expert Defined Solutions and Objectives Engage Users in Design, Development, Implementation, Evaluation Strategies, Programme and Plans tested with citizens Delivery with and through citizens and communities Citizens engaged in design of Evaluation,Learning, and feedback

39 Behavioural Economics was yesterdays magic bullet What about today and tomorrow?

40 1. Data, Evidence, Insight and Intelligence informed analysis What s Next 2. Systemic analysis and delivery 3. Citizen centric planning, delivery & evaluation 4. Programme co-design and delivery 5. Mixed experimental, trial and error methodology 6. Continuous performance monitoring

41 Social programmes based on: What people value deeply: trust, respect, security, etc. Strategic & Systemic approach Sustained evidence based programmes Clear achievable goals

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43 Exercise Make a list of all the criticisms you think can be levelled at current Social Marketing practice from both practical and ethical perspectives.

44 Essential Elements for all Social Marketing Programmes Co-creation of Social Value The Key Principle 1.Value development & delivery 2.Citizen insight driven 3.Explicit goals & objectives The 4 Key Concepts The Social Marketing systemic bullet 4.Competition analysis & action 1. Development of SMART objectives 2. Systematic planning 3. Managed delivery 4. Systemic situational analysis including PESTLE, systems and cultural analysis 5. Stakeholder and community analysis, engagement and management. 6. Process impact and outcome evaluation Etc. Multiple Techniques

45 Thinking like a Marketer 1.Value development & delivery 2.Citizen insight driven 3.Explicit goals & objectives 4.Competition analysis & action

46 Powered by Social Marketing Marketing, management science & iterative improvement USP Effectiveness, efficiency and collective co-creation of social value Ideology Utilitarian pragmatism

47 Social Marketing Delivers:

48 How Social Marketing can enhance social policy making as well as delivery

49 Rejection of the View that: Social Marketing is just a methodology focused on better campaign design This framing diminishes the impact that Social Marketing can have on social policy and programmes

50 Progressing the field It is time for social marketing to embrace a Strategic as well as operational approach to adding social value. Strategic Social Marketing is an approach that emphasizes: Systemic Interdisciplinary Critically reflexive Creative Ethical Multi-level Multi-faceted

51 Beyond the Simplistic and Formulaic

52 EG:

53 Gordon s (2012) rethought and retooled social marketing mix Circumstances Social and structural environmental, influenced by political agenda, social norms, media and other external environmental factors Organisation and competition Structure of and relations between stakeholders delivering interventions Goals and objectives Competition to the desired behaviour Policy agenda Cost Costs associated with change in consumer behaviours ( Opportunity costs, financial costs, social costs etc.) Costs associated with nonintervention and continued previous behaviours Consumer Consumer orientated Community participant owned Co-creation of value Research driven Evaluation Process Theory and design Relational thinking Consumer orientated Strategic Holistic Long-term Co-created Value driven Stakeholder and community engagement Channels / Strategies Product Price Place Promotion People Policy Advocacy PR Media Relations Information

54 The behavioural intervention matrix. French 2008 Behaviour Intervention Matrix Value/Cost Exchange de-cides Hug Nudge Shove Smack Control Inform Design Educate Support

55 Exercise List the reasons why you think Social Marketing may need to adopt a more strategic approach. Illustrate your answers with some examples.

56 Systemic Strategy and Operational Planning

57 Policy Not just tactics and operational delivery Strategy Tactics Operations Marketing Informed and Supported

58 Strategic Social Marketing The systemic, critical and reflexive application of social marketing principals to enhance social policy selection, objective setting, planning and operational delivery

59 As well as individual factors Strategic Social Marketing is focused on: 1. Structural factors 2. Social and cultural factors 3. Environmental factors 4. Political factors 5. Economic factors 6. Technological factors

60 Social Marketing

61 By applying marketing principles, concepts and techniques, utilised at: Individual level Microsystem level Mesosystem level Exosystem level Macrosystem level

62 Exercise Think about a social issue that concerns you to which Social Marketing may be applied. How would you go about understanding the systems surrounding the issue?

63 Systems thinking (Senge, 1990; Flood and Jackson 1991), that according to Bammer (2003, p1): Aims to combine systems thinking and participatory methods to address the challenges of problems characterised by large scale, complexity, uncertainty, impermanence, and imperfection. Recognises the limits of knowledge Explores the restrictions and assumptions made about hard systems (well-defined and quantifiable) and soft systems (ill-defined and not easily quantified).

64 Example of a Complex systems analysis

65 Vic Health: Systems Approach

66 Actor Network for smoke-free Scotland Key: Researchers = BLUE / Participants = GREEN / Other stakeholders = RED / Non Human Actors = GREY / Problematization of each actor = PURPLE Public health/civil liberties of workers Civil liberties/ social ostracism/ public health Public health/civil liberties of workers Citizens - groups supporting smoke-free Citizens - groups unsure about smokefree Problematisation Interessement Enrolment Mobilisation Pro-tobacco control researchers (public health/social marketing etc.) Pro-tobacco researchers Policy makers Over-stated public health harms/civil liberties/socia l ostracism Public health/ effects on business/ view of the electorate Civil liberties/ social ostracism Citizens - groups of smokers Cigarettes Smokefree legislation Tobacco industry Effects on business/ civil liberties of smokers/ nanny state Effects on business Licensed trade and hospitality industries Public health harms Tobacco Control NGOs (e.g. ASH Scotland) Pro-tobacco NGOs (e.g. FOREST) Media Civil liberties of smokers/ nanny state Effects on business/ civil liberties of smokers/ nanny state See: Gordon, R., Gurrieri, L. (2014). Towards a reflexive turn: Social marketing assemblages. Journal of Social Marketing, 4(3): pp

67 Habits of a systems thinker Systems thinking is not a step-by-step process, or formulaic approach Figure: Habits of a systems thinker Systems thinkers take an iterative approach to trying to understand and tackle issues

68 Exercise Look at the habits of a systems thinker. Do you employ these habits when analysing problems? If you have not, think about why you haven t tried to understand the problem from a systems perspective?

69 How Social Marketing can add value to strategy development

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71 Social Value S No they cycle because its: 1. Faster 2. More convenient 3. Low cost Do People in Copenhagen cycle to save 4. Easy the environment? 5. Gives them independence

72 Social Marketing

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74 Exercise in 4 s What types of value can be created through Social Marketing programmes?

75 Personal Value Social Value Economic Value Environmental Value Cultural vale Economic Value Others

76 Dimensions of value There are multiple dimensions of value i.e. the different types of value you may perceive in something. Requires systemic analysis and development

77 By Jeff French & Ross Gordon April ISBN: For anyone interested in great social marketing practice in the 21st century, and how it needs to adapt as our understanding of behaviour change evolves, this publication is chock full of good practice and smart strategy. Dan Metcalfe Deputy Director - Marketing, Public Health England, UK Los Angeles London New Delhi Singapore Washington DC Boston

78 How Social Marketing adds value to Policy, Strategy, Tactical, and Operational delivery Policy Policy aims Social value to be created Social good to be achieved Strategy Goals Target groups Partners Competition Intervention mix Operations Process objectives Management Review and learning Tactics Impact and outcome objectives Methodology and plans

79 The contribution of Social Marketing to social policy 1. Inputs citizen insight into policy and strategy selection and development 2. Input into target setting, segmentation and competition analysis Strategic Social Marketing 3. Informs the selection of interventions and civic engagement 4. Contributes citizen input into strategic review and performance management and evaluation

80 How Social Marketing can assist the Policy development process 1. Collection and analysis of citizen and stakeholder understanding, views and needs, to inform policy selection and development. 2. Behavioural intervention modelling based on theory, insight,evidence and practice. 3. Setting measurable policy objectives, targets and behavioural objectives. 4. Audience and stakeholder segmentation. 5. Pretesting policy, services, campaigns & interventions. 6. Modelling impact, outcomes and return on social marketing investment.

81 EG: Social Marketing enhances strategy by supplying citizen insight

82 Strategic Social Marketing

83 Defining Insight A deep truth about the citizen based on their behaviour, experience, beliefs, needs or desires, that is relevant to the task or issue and rings bells with targeted people Sir David Varney, 2006

84 AED Example: Child care seats CORE INSIGHTS My child is safest in my arms God will decide when to take my baby How to create a valued product or service? Priests bless the car seats

85 Segmentation Variables Demographic Geographic Who? Age Gender Life stage Sexuality Income Occupation Behavioural l Education Religion Race Generation Nationality Occasions (regular, social) Benefits (quality, service, convenience) User What? status (non user, ex user, potential..) Usage Rate Readiness stage Attitude towards product Segmentation Variables Where? World, region or country Postcode City / inhabitants size Density urban rural Home type Home ownership Climate Psychographic Social Class Motivations Aspirations Lifestyle Values, Beliefs Attitudes Personality Why?

86 Exercise Think of examples about how citizen insight has impacted on policy selection or delivery?

87 Why do People in Christchurch NZ not People think: Its complicated Its not convenient Its slow Its not safe Its dirty It s a loser curser ride the bus?

88 This Girl Can (2015 UK)

89 EG: Social Marketing helps strategy by creating clear goals and SMART objectives

90 A lady who sold her house to raise funds for Kids Company said the evaluation report is completely unclear 5 of its 11 pages are just photographs of children.

91 If you can t measure it you can t manage it. Efficiency is doing What things gets measured right. gets done Effectiveness is doing the right things.

92 SMART Objectives Men in the Stillbrow Ward aged between 35 and 45 will reduce their smoking rate from the current level of 40% to 30% by September This means that based on the current (April 2009) population level at least 210 med will have stopped smoking for more than six months verified through the agreed physiological testing protocol.

93 The Behavioural Bottom Line

94 SMART Behavioural Goals

95 When to use SMART Objectives and when to use more general Goals GOALS AND EVALUATION SMART OBJECTIVES AND PRESCRIBED SYSTEMS AUDIT Source: Stacey RD. Strategic management and organisational dynamics: the challenge of complexity. 3rd ed. Harlow: Prentice Hall, 2002.

96 UK total casualties grew by 3%, and total accidents by 2%. Total casualties and accidents declined by 12% and 11% respectively. For more information see: 101

97 Performance Culture

98 EG: Social Marketing fosters the co-production of value

99 Co-design Co-delivery Co-production Co-appraisal Co-development Co-testing Co-implementation Co-review Co-evaluation Co-dissemination Co- value creation Co-production Viral marketing Permission Marketing Relationship Marketing

100 Co-production, A key change is to move to a co-production model, building on local assets and empowering people to engage on health. The approach in this model should be how can I help you with your outcomes? not just how can you help me with my outcomes. This will need a new style of facilitative leadership. Professor Chris Drinkwater, President of the NHS Alliance

101 Co-Creating Value Value co-discovery - means engaging citizens in identifying priorities. Value co-design - involvement of citizens in designing programmes. Value co-delivery - citizens as agents of change. Value co-representation - citizen involvement in interpretation, evaluation, and learning.

102 Co-Creating value If social change programmes do not ensure value is delivered, then value may also be reduced by citizens. For example olds with Type 1 Diabetes often miss annual health checks. Unsurprising given the value barriers & how value is destroyed by Hospitals e.g.: Value is destroyed by Waiting rooms that smell bad No free Wi-Fi No privacy Long waits

103 For more details see:

104 Exercise How can we gather perspectives of stakeholders? How can we go about engaging them and acknowledge their views and contributions?

105 EG: Social Marketing develops competition analysis and strategy

106 Competitor Analysis An assessment of the strengths and weaknesses of current and potential future competitors. Provides both an offensive and defensive strategic context to identify opportunities and threats. Brings together data into one framework. Fleisher & Bensoussan, 2003, 2007

107 Competitor Profiling Knowledge of rivals offers a legitimate source of competitive advantage. Competitive advantage consists of offering superior customer value. Profiling facilitates this strategic objective in 3 ways: 1. Reveals strategic weaknesses that you can exploit. 2. Helps you anticipate the strategic response of rivals to your strategy and changes in the environment. 3. Enables strategic agility. Offensive and defensive strategy can be implemented faster.

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109 Social Marketing Competitive Forces

110 Understanding the competition and taking action Meet the Super Humans Forget everything you thought you knew about humans xuq

111 Horizon scanning for future Competition

112 How Strategic Social Marketing can be integrated with strategic planning

113 Often poorly done especially in Social Marketing strategy development Many organisations operate on informal impressions, conjectures, and intuition gained through non-systematic gathering of information. This can place organisations at risk of dangerous competitive blind spots due to a lack of robust analysis.

114 The biggest threats we face are ones we don t see not because they re invisible, but because we are wilfully blind. We have cognitive limits, we filter what we take in. We admit information that makes us feel good & filter out what unsettles our egos & beliefs. Ideology and socialisation influence what we see as important. Fear of conflict /punishment Fear of change Impulse to obey and conform Money and other rewards influence selection

115 1. Re-examine & keep questioning everything. 2. Travel between Perspectives. Between disciplines, is where real insight can be found. 3. Know the Limits of Cognitive Capacity. Long hours, stress and dead lines result in more error. 4. Seek Disconfirmation. Hire dissidents. 5. Challenge Complexity. Provoke scepticism around complexity. 6. Endure the Noise. Fear of debate becomes self-perpetuating. Without conflict, everyone remains afraid and blind. Heffernan What could I know, should I know, that I don t know? What am I missing here?

116 LEVITT S MARKETING MYOPIA PRODUCT AND MARKET DECISIONS CUSTOMER NEED DECISIONS STRATEGY STRATEGY Is your strategy railroads or transportation? T. Levitt (1960) Marketing Myopia Harvard Business Review 38, July- Aug 29-47

117 CORPORATE LEVEL STRATEGY What business to be in and how to manage it What social issue is key and how to tackle it

118 Exercise Describe the corporate aim of your organisation..

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120 Aims, Objectives and Goals Behavioural Aim: Broad purpose of a project. Can be long, medium or short-term statements of what is to be achieved with a broad population group. Behavioural Goal: Description of desired behaviour. Behavioural Objective: Description of desired behaviour in a specific population segment that is observable and recordable.

121 Behavioural Data Aim Goal Objective Evidence Insight Situational analysis EG: Improve the uptake of chlamydia screening EG: Practice nurses and GPs will refer for testing Young women request all clear from partners EG: 25% of year olds in London will attend screening by the end of 2016

122 Focus on a few priorities Better three programmes that meet their targets than 100 that do not

123 THE STRATEGIC PROCESS Strategic Analysis Strategic Choice Strategic Implementation These three tasks are iterative in nature.

124 Analysis Results Conclusions Generate Options Determine feasibility suitability acceptability Test Options Review Implementation Tactics v v Select Strategy

125 6 TYPICAL STEPS IN ANALYSIS 1. Determine current mission and strategy 2. Perform PESTL analysis 3. Perform SWOT analysis 4. Summarise results of analysis & conclusions re PESTL and SWOT 5. Generate strategic options and analyse each against results and conclusions of SWOT analysis 6. Make selection based on agreed criteria

126 SWOT & PESTL Analysis Strengths Weaknesses Opportunities Threats Should be prioritised for both significance and ability to change Political Economic Social Technological Legal Should be prioritised for both potential impact and likelihood

127 Generating intervention options Ideas come from: 1. Meta reviews 2. National or international guidance documents 3. Case study or programme write ups 4. Related fields (E.g. examples from the health sector being used to trigger interventions in the environment sector) 5. Analysis of existing intervention programmes 6. The target audience members 7. Stakeholder and or partner organisations

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129 Seeking agreement about selection criteria Criteria needs to be decided by the stakeholders responsible for intervention development and delivery. Selection criteria used should be clear, congruent and transparent.

130 Criteria for Evaluating Strategic Options SUITABILITY FIT WITH ANALYSIS, SUSTAINABLE, CONSISTENT WITH MISSION? REALISM ARE THE AIMS AND OBJECTIVES REALISTIC? CONSISTENCY ARE ALL ELEMENTS OF THE STRATEGY COMPLEMENTRY? FEASIBILITY TIME, RESOURCES, SKILLS, KNOW HOW? RISKS WHAT ARE THE RISKS AND CAN THEY BE MANAGED? POTENTIAL REWARDS ARE THE FORECAST OUTCOMES WORTH THE INVESTMENT?

131 Additional Social Marketing intervention selection criteria 1. Is there broad citizen support for the aims and methodology? 2. What is the most cost effective mix that can deliver SROI and VFM? 3. Is the policy and intervention mix ethically defensible?

132 Strategic selection of the right Social Marketing Intervention Mix

133 6 Sets of strategic considerations and tools ( 14 combinations) Approach : Policy, Strategy, Tactics, Operations Level : Individual, Small Group, Community, National, International, Interplanetary Influence target: Knowledge, Attitudes, Behaviour Focus :Issue, Setting, Life Course Type of Intervention : Control, Inform, Design, Educate, Support Form of Intervention : Hug, Nudge, Shove, Smack

134 Approach : Policy Strategy Tactics Operations Level : Individual Small Group Community National International

135 Focus : Issue Setting Life Course Influence target : Knowledge Attitudes Behaviour

136 The value/cost exchange matrix 4 Primary Forms of intervention eg: Reward for not smoking Active Decision Conscious / Considered eg: A Fine Incentive Reward Hug Nudge Smack Shove Disincentive Punish eg: A default saving scheme Automatic / Unconscious Passive Decision eg: Restrictions on sale time and age for alcohol

137 5 Intervention Types (decides) Control Inform Design Educate Support control / rules / require / constrain / restrict / police / enforce / regulate / legislate/ incentivise / disincentives screen / treat inform /communicate / prompt / trigger / remind / reinforce/ awareness/explain/ make aware design in or change physical product /environment / organisational system / technology / process / technology enable / engage / train / skill development / inspire / encourage / motivate / develop critical thinking / counsel service provision / practically assist / promote access / social networking / Social mobilisation / care

138 Hug Nudge Shove Smack Control Inform Design Educate Support

139 Flip-flops & lollipops

140 Understand what matters to your policy and strategy customer: In this case the customers are the people who control the policy and strategy making procedure. What most politicians care about is being seen to do a good job and doing a good job.

141 The Exchange Cost/Benefit Proposition Investment in scoping and coordination The potential pain of change Loss of total control Transition costs Speed of response Improved impact Enhanced learning Enhanced citizen support and engagement Enhance reputation Improved VFM and ROI

142 Policy Maker views of Social Marketing

143 Tactics for influencing governments and organisations about the utility of Social Marketing. 1. Scan and respond to policy proposals & strategies that could benefit from Social Marketing. 2. Inform politicians and officials about the positive effects of Social Marketing by running seminars, conferences, debates and workshops. 3. Arrange for Social Marketing experts and people who have led successful Social Marketing programmes to speak at policy and political events. 4. Provide briefing packs and summaries of the evidence of the impact of Social Marketing.

144 Tactics for influencing governments and organisations about the utility of Social Marketing. 5. Encourage and support social marketing practitioners at local and regional level to communicate with their elected officials and senior public servants about social marketing. 6. Work with special interest groups who are interested in social marketing or are already applying it to influence politicians and public officials. 7. Work with public policy research institutions, academic institutions and think-tanks on joint papers or joint events to promote social marketing in the policy arena. 8. Brief and offer training to public officials and professional associations in the application of social marketing.

145 How social marketing should be positioned to support the strategic planning function within organisations Social Marketing Function Strategic Planning Function Evidence, Insight & Recommendations Analysis, Goal setting & Planning Social Marketing Plans Organisational Goals & Resource Allocation Implementation & Tracking Results, Evaluation & Learning

146 Conclusions

147 Multi-level approaches: Up-stream, Instream and Down-stream analysis and action

148 Apply Social Marketing operationally and strategically European Centre for Disease Control (ECDC) Technical Guide to Social Marketing (2014). French J, Apfel F.

149 Enhanced democratic engagement

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151 Social Marketing is the best software for: Selecting Developing Applying Evaluating Programmes focused on influencing social behaviour European Centre for Disease Control (ECDC) Technical Guide to Social Marketing (2014). French J, Apfel F.

152 Policy Not just tactics and operational delivery Strategy Tactics Operations Marketing Informed and Supported

153 Little Fish More efficient, effective and responsive social programmes

154 Big Fish Increased Social Value Powered by insight, co-creation and systemic programmes

155 Please accept this challenge! You have the opportunity to be at the cutting edge of science and evidence driven social policy intervention design

156 STRATEGIC SOCIAL MARKETING By Jeff French & Ross Gordon April ISBN: For anyone interested in great social marketing practice in the 21st century, and how it needs to adapt as our understanding of behaviour change evolves, this publication is chock full of good practice and smart strategy. Dan Metcalfe Deputy Director - Marketing, Public Health England, UK Los Angeles London New Delhi Singapore Washington DC Boston

157 Many Thanks

158 hington-dc-2017/