What is social marketing? Leading causes of death in Australia (AIHW, 2010) Social Marketing for Health in the Workplace

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1 Leading causes of death in Australia (AIHW, 2010) Social Marketing for Health in the Workplace Prof Sandra Jones Director, Centre for Health Initiatives Males Coronary heart diseases Lung cancer Cerebrovascular diseases Females Coronary heart diseases Chronic obstructive pulmonary disease Lung cancer Prostate cancer Dementia and Alzheimer disease Colorectal cancer Diabetes Unknown primary site cancers Suicide Cerebrovascular diseases Dementia & Alzheimer disease Breast cancer Chronic obstructive pulmonary disease Heart failure and complications Diabetes Colorectal cancer Unknown primary site cancers Leading causes of burden of disease and injury in Australia (AIHW, 2010) Selected health risk factors, people aged years, (AIHW, 2010) Coronary heart disease Anxiety and depression Type 2 diabetes Dementia Stroke Lung cancer Chronic obstructive pulmonary disease (COPD) Adult-onset hearing loss Colorectal cancer Asthma Males Females Total Daily smokers Risky or high-risk alcohol consumption Sedentary exercise level Overweight or obese Insufficient fruit intake Insufficient vegetable intake High blood pressure High blood cholesterol What is social marketing? What is it? How is it done? (and how do I know if I m doing it?) Can it be done in the workplace (and on a limited budget)? 1

2 What is social marketing? The application of commercial marketing technologies to the analysis, planning, execution, and evaluation of programs designed to influence the voluntary behavior of target audiences in order to improve their personal welfare and that of their society" (Andreasen, 1995). Focus on voluntary behaviour change Influence groups to benefit society improve public health Framework or process to bring about change at a group or community level Applies concepts and techniques of commercial marketing to promote voluntary behaviour change. History of Social Marketing 1970s term first coined 1980s growth, mass media focus 1990s development of field, influence of behaviour change theory and other research Current situation & future direction The Context of Social Marketing Health Education Health Promotion Advocacy Community Development Environmental Adaptations Critical Marketing Policy Change Law Enforcement What social marketing is not Social advertising Just about communications Social Marketing Creating & sustaining behaviour change Who is the target? Social marketing is generally (traditionally) used as a means of eliciting behavior change from consumers ((e.g., people with suboptimal levels of physical activity) HOWEVER, there is a move towards broadening the definition to include social marketing to governments, policy makers, industry groups, urban planners etc etc e.g., Maibach (2003) re promoting physical activity Application of Commercial Marketing Principles Consumer Orientation Researched understanding of target market knowledge, attitudes and behaviour Needs of consumer key focus in social marketing process May be needs that the consumer is unaware of 2

3 Market Research Guides all aspects of SM planning and practice Includes formative research, pre-testing, monitoring and process evaluation, summative evaluation (impact and outcome) Integrated Planning Process Setting goals & measurable objectives Developing strategies Management systems Evaluation & research for continuous improvement Concept of Exchange Each party gives and receives for the mutual satisfaction of needs Consumer must perceive that benefits outweigh costs Must provide the product and emphasise the benefits that the consumer wants The Marketing Mix and Customer Value Consider the 4 Ps which should combine to provide maximum value to the target market Product (brand, reputation, packaging) Price (monetary cost, other cost) Promotion (advertising, merchandising, public relations) Place (physical distribution of the product) Considerations for each of the 4 Ps should focus on maximising benefits as perceived by the target market Market Segmentation Dividing target market into groups to better understand their current behaviours Segments based on different variables, (eg., demographic, psychographic, behavioural) Each segment requires separate evaluation and application of the 4 Ps Competition and Differential Advantage What is the competition offering and how can we differentiate from that Competition may be the behaviour itself (eg., smoking) 3

4 Social Marketing Benchmark Criteria How is it done? (and how will I know if I am doing it?) French and Blair-Stevens (2006) released eight benchmark criteria to describe principles that social marketing campaigns adhere to when applied correctly. 1. Behaviour Change 2. Research 3. Theoretical and Informed 4. Insight-Driven 5. Exchange 6. Competition 7. Segmentation 8. Mixed Methods (4 Ps) Strategic Social Marketing Processes Researchers and practitioners around the globe have identified and described strategic social marketing processes that have proven to be successful These processes range from as few as three to as many as seven or more phases in their application. In the UK, the NSMC implemented thetotal Process Planning Model (NSMC 2006b, 2006c), which consists of five key phases: Scope: Develop: Implement: Evaluate: Follow-Up: 4

5 Can social marketing be done in the workplace (and on a limited budget)? Why do social marketing in workplaces? 1. Access to a large proportion of the Australian workforce 2. Many workers are exposed to illness and injury as a result of their work and the work environment 3. Within the individual work site, programs can address specific needs of workers 4. All parties can benefit: employers, employees, family and community Why is social marketing better than worksite health promotion? The consumer orientation of social marketing requires that the target audience is involved in development of the program, and that it is positioned in a way that meets their needs Reduces the risk of workers feeling coerced to participate Segmentation and tailoring means that individual employees can address their own health priorities Continuous monitoring and feedback means program can be evaluated and improved 1. Scope Consider the problem carefully before looking for answers Think about your objectives What do you want to achieve? Are your objectives achievable Are they realistic Are outcomes measurable Think about evaluation upfront Develop goals Engage with relative stakeholders & partners Review resources available Consider ethical issues Worksite heath promotion programs typically collect data Absenteeism, workers compensation, medical costs Health Risk Assessment (HRA) Organisational Health Survey Social marketing programs include formative research with employees (about needs, goals and interests) Focus groups/interviews Employee Interest Survey How do employees want to receive program information What health components are they most interested in addressing and how? What types of groups might employees be most inclined to join? Which employees have expertise that may be useful to the program? 5

6 Case Study: Utah Department of Health 2. Develop Workplace SM program to increase fruit and veg consumption and physical activity Formative research: Four-item interest survey ed to all employees (40% response rate) Three focus groups and 18 in-depth telephone interviews Addressed the 4 Ps Test out the campaign proposition Determine the social marketing mix Identify incentives and barriers to behaviour change Segmenting and define the target audience Refining aims and objectives and determine indicators of success in the short, medium and long term Pre-tested, refine and adjust campaign components Segmentation Prochaska s Stages of Change Primary target audience = preparers Case Study: Utah Department of Health 3. Implement Social marketing planning group and evaluation team reviewed research findings Key recommendations arising: Interest in group activities that include social support Opportunities to eat 3 (of the 5) F&V, and do 30 minutes exercise, at work Announce group progress in fun, creative and visible ways Structured activities Active support from supervisors for participation Incentive system (for individuals and groups) Preferred communication: , PA system, posters, supervisor Preferred content: increasing F&V and PA can be inexpensive, fun, easy; develop confidence Roll out the social marketing intervention Make adjustments where needed Need to manage the process of implementation and properly engage with key stakeholders Case Study: Utah Department of Health 4. Evaluate Communication and promotion: posters, public announcements, lobby display, weekly s, supervisor promotion Environmental changes: improve quality and selection of F&V in cafeteria; exercise release policy (30 mins x 3 days/ week) Ongoing activities: bureau challenge, walking groups, photo treasure hunt One-off activities: kick-off activity, recipe tasting contest, picnic in the park, closing celebration Evaluate the campaign s: impact outcomes cost-effectiveness Monitoring and evaluation is considered throughout all phases of the total process planning model 6

7 Case Study: Utah Department of Health Process evaluation: mid-course (n=25) to assess satisfaction and achievement of aims Resulted in adjustments to the program Outcome evaluation primary treatment group (Cannon building, n=600) received 10-week social marketing intervention secondary treatment group (Medical Triangle; n=170) received a WHP communication intervention (weekly , posters, brochures) 19-item questionnaire (measured F&V, exercise, stage of change, self-efficacy, perceived support from organisation and others, response to intervention) Primary group positive changes on 12 of 17 variables (including measures of F&V, exercise, and self-efficacy) Secondary group positive change on only one variable Those in the social marketing group: were significantly more likely to participate in moderate physical activity increased their consumption of fruit and vegetables reported significantly higher perceptions of commitment for healthy lifestyles from the organization (and supervisors) Significant positive changes among preparers and contemplators Summary Social marketing: been shown to be a successful tool for bringing about positive changes in health-related behaviours does not require mass media (or million dollar budgets) has been successfully applied in communities, schools, health care settings, and increasingly in workplaces Effective social marketing programs require attention to the principles of social marketing; and a comprehensive process of scoping, planning, implementation and evaluation Social marketing in the workplace can overcome many of the barriers associated with workplace health promotion There are LOTS of resources available to workplaces that can be utilised at no cost (you do not have to re-create the wheel) Graduate Certificate in Social Marketing for Health 1 year part-time Social Marketing for Health Intensive Program Day 1: Principles of social marketing; formative research; program planning Day 2: Social marketing implementation; evaluation Next course: October 2011 Centre for Health Centre for Health Initiatives 7