time to get strategic in social marketing · 2016-09-22 · wednesday 21 september 2016,...
TRANSCRIPT
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
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.
My Thesis:
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.
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
Do we apply social marketing Pop quiz
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?
Does your organisation:
YES – NO
YES – NO
YES – NO
YES – NO
YES – NO
Big Problem:
Under utilisation &
Misinterpretation
of Marketing
in Government
Private and NGO
sectors
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
Evidence and Insight informed Policy?
Evidence and Insight Policy
Evidence in search of policy
Eminence based policy
Policy in search of evidence
Policy counter to the evidence
Policy with evidence
The reality… slightly different
Policy in search of a headline
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?
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
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
http://www.odi.org.uk/sites/odi.org.uk/files/odi-assets/publications-opinion-files/7815.pdf
The global tsunami of popular dissatisfaction with political leaders
• Fall in trust in authority
• Falling social cohesion
• Fear of the future
• Pessimism
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
A new politics of the common good
more scrupulous politicians,
more demanding idea of what it means
to be a citizen
MICHAEL SANDEL
NEW CITIZENSHIP
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
Complex but not Complicated
We know a lot about how to
create and sustain social change
but the new challenges are not
the same as the old ones
Nathan Coley
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
Effective Policymaking involves:
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
The value/cost exchange matrix© 4 Primary Forms of intervention
Incentive Reward
Disincentive Punish
Active Decision
Conscious / Considered
Automatic / Unconscious
Passive Decision
Hug Smack
ShoveNudge
eg: A Fineeg: Reward for not smoking
eg: A default saving scheme
eg: Restrictions on sale time and age for alcohol
4. Trust 1. Authority
2.Liking
5. Framing 1.Computation
2.Salience
3. Priming
4.Low attention
processing
6. Social Norms1.Reciprocity
2.Value attribution
1.Rapid Cognition1.Mindless Choosing
2.Status Quo Bias
3.Ego Depletion
4.Decision fatigue
2.Loss & Gain1.Consistency
2.Temporal discounting
3.Anchoring
3. Feedback1. Incentives
2.disincentives
Influencing social behaviour is complicated, it requires effort and
the application of science and planning
‘Expert Derived interventions’
‘Value to
Citizen’
Based Strategy
Evaluate Learn and feedback
Consult and Adapt to User Needs
Delivery
Strategies, Programmes and Plans
Expert Defined: Need, Solutions and Objectives
Policy Aims and Targets
Existing Expert defined model of planning social interventions
Citizens engaged in design of Evaluation ,Learning, and feedback
Delivery with and through citizens and communities
Strategies, Programme and Plans tested with citizens
Engage Users in Design, Development, Implementation, Evaluation
Expert Defined Solutions and Objectives
Citizen Wants and Needs, Knowledge, Attitudes and Belief
Policy Aims and Targets informed by citizen research
Value to Citizen Model
What’s Next1. Data, Evidence, Insight and
Intelligence informed analysis
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
Social programmes based on:
– What people value deeply: trust, respect , security, etc.
– Strategic & Systemic approach
– Sustained evidence based programmes
– Clear achievable goals
Exercise
Make a list of all the criticisms you think can be levelled at current Social Marketing practice from both practical and ethical perspectives.
The Key
Principle
The 4
Key Concepts
Multiple
Techniques
Essen
tial E
lem
en
ts f
or
all
So
cia
l M
ark
eti
ng
Pro
gra
mm
es
Co-creation of
Social Value
1.Value development & delivery
2.Citizen insight driven
3.Explicit goals & objectives
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.
The Social Marketing systemic bullet
1.Value development & delivery
2.Citizen insight driven
3.Explicit goals & objectives
4.Competition analysis & action
Thinking like a Marketer
Social Marketing• Powered by
– Marketing, management science & iterative improvement
• USP
– Effectiveness, efficiency and collective co-creation of social value
• Ideology
Utilitarian pragmatism
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
Progressing the fieldIt 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
Organisation and competitionStructure of and relations between stakeholders delivering interventions
Goals and objectivesCompetition to the desired behaviourPolicy agenda
CostCosts associated with change in consumer behaviours ( Opportunity costs , financial costs , social costs etc.)Costs associated with non-intervention and continued previous behaviours
ConsumerConsumer orientated
Community participant ownedCo-creation of value
Research drivenEvaluation
ProcessTheory and designRelational thinkingConsumer orientatedStrategicHolisticLong-termCo-createdValue drivenStakeholder and community engagement
Channels / StrategiesProductPricePlacePromotionPeoplePolicyAdvocacyPRMedia RelationsInformation
CircumstancesSocial and structural environmental, influenced by political agenda, social norms, media and other external environmental factors
Gordon’s (2012) rethought and retooled social marketing mix
Inform
Educate
Support
Design
Control
Hug Nudge Shove Smack
Behaviour Intervention Matrix
‘de-CIDES’
‘Value/Cost Exchange’
The behavioural intervention matrix. French 2008
Exercise
List the reasons why you think Social Marketing may need to adopt a more strategic approach.
Illustrate your answers with some examples.
Policy
Strategy
Tactics
Operations
Marketing
Informed
and
SupportedNot just
tactics and
operational
delivery
Strategic Social Marketing
“The systemic, critical and reflexive application of social marketing principals to enhance social policy selection, objective setting, planning and operational delivery
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
By applying marketing principles, concepts and techniques, utilised at:
• Individual level
• Microsystem level
• Mesosystem level
• Exosystem level
• Macrosystem level
http://home.snu.edu/~hculber/points.htm
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?
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).
Pro-tobacco control researchers (public
health/social marketing etc.)
Pro-tobacco researchers
Policy makers
Tobacco industry
Media
Pro-tobacco NGOs (e.g.
FOREST)
Tobacco Control NGOs (e.g. ASH
Scotland)
Licensed trade and hospitality
industries
Citizens - groups of smokers
Citizens - groups supporting smoke-free
Citizens -groups unsure about smoke-
free
Over-stated
public health
harms/civil
liberties/socia
l ostracism
Public health/
effects on
business/
view of the
electorate
Effects on
business/
civil liberties
of smokers/
nanny state
Effects on
business/
civil liberties
of smokers/
nanny state
Civil
liberties of
smokers/
nanny
state
Public
health
harms
Effects
on
business
Civil
liberties/
social
ostracism
Public
health/civil
liberties of
workers
Civil
liberties/
social
ostracism/
public
health
Public
health/civil
liberties of
workers
Cigarettes
Smoke-
free
legislation
Problematisation Interessement Enrolment Mobilisation
Actor Network for smoke-free Scotland
Key: Researchers = BLUE / Participants = GREEN / Other stakeholders = RED / Non Human Actors = GREY / Problematization of each actor = PURPLE
See: Gordon, R., Gurrieri, L. (2014). Towards a reflexive turn: Social marketing assemblages. Journal of Social Marketing, 4(3): pp261-278.
Habits of a systems thinker
Systems thinking is not a step-by-step process, or formulaic approach
Systems thinkers take an iterative approach to trying to understand and tackle issues
Figure: Habits of a systems thinker
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?
Exercise
Social Value
Do People in Copenhagen cycle to save the environment?
S No they cycle because its:
1. Faster2. More convenient3. Low cost4. Easy5. Gives them independence
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
Los Angeles | London | New Delhi | Singapore | Washington DC | Boston
By Jeff French & Ross Gordon• April 2015• £34.99• ISBN: 9781446248621
“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
http://www.uk.sagepub.com/books/Book237965
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 GoalsTarget groupsPartnersCompetition Intervention mix
Tactics Impact and outcome objectives
Methodology and plans
Operations Process objectives
Management
Review and learning
The contribution of Social Marketing to social policy
Strategic
Social
Marketing
1. Inputs citizen insight into policy and strategy selection and development
3. Informs the selection of
interventions and civic engagement
4. Contributes citizen input into strategic review and performance management and
evaluation
2. Input into target setting,
segmentation and competition analysis
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.
‘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
Defining Insight
Priests bless
the car seats
How to create a valued
product or service?
Example: Child care seats
AED
CORE INSIGHTS‘My child is safest in my arms’
‘God will decide
when to take my baby’
Segmentation Variables
Demographic Geographic
Behavioural
l
Psychographic
Segmentation Variables
AgeGender
Life stageSexualityIncome
Occupation
Education Religion
RaceGeneration Nationality
World, region or country
Postcode
City / inhabitants size
Density – urban rural
Home type
Home ownership
Climate
Occasions (regular, social)
Benefits (quality, service, convenience)
User status (non user, ex user,
potential..)
Usage Rate
Readiness stage
Attitude towards product
Social Class
Motivations
Aspirations
Lifestyle
Values, Beliefs
Attitudes
Personality
Who?
What? Why?
Where?
Why do People in Christchurch NZ not ride the bus?
• People think:
• Its complicated
• Its not convenient
• Its slow
• Its not safe
• Its dirty
“It’s a loser curser”
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”.
If you can’t measure it you can’t manage it.
What gets measured gets done
Efficiency is doing things right.
Effectiveness is doing the right things.
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 2012.
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.
Source: Stacey RD. Strategic management and organisational dynamics: the challenge of complexity. 3rd ed. Harlow: Prentice Hall, 2002.
When to use SMART Objectives and when to use more general Goals
SMART OBJECTIVES AND PRESCRIBED SYSTEMS AUDIT
GOALS AND EVALUATION
101
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:
www.thinkroadsafety.gov.uk
Co-design
Co-delivery
Co-production
Co-appraisal
Co-development
Co-testing
Co-implementation
Co-review
Co-evaluation
Co-dissemination
Co- value creation
•Viral marketing
•Permission Marketing
•Relationship Marketing
Co-production
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
www.sph.nhs.uk/lgcolloquiumrepo
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.
Co-Creating valueIf social change programmes do not ensure value is delivered, then value may also be reduced by citizens.
For example 18-35 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 badNo free Wi-Fi No privacy Long waits
For more details see: http://www.epode-international-network.com/
How can we gather perspectives of stakeholders?
How can we go about engaging them and acknowledge their views and contributions?
Exercise
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
Competitor ProfilingKnowledge 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.
Understanding the competition and taking action
Meet the Super Humans Forget everything you thought you knew about humans
http://www.youtube.com/watch?v=kKTamH__xuQ
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.
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
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?”
LEVITT’S MARKETING MYOPIA
CUSTOMER NEED DECISIONS
PRODUCT AND MARKET DECISIONS
STRATEGY
STRATEGY
T. Levitt (1960) Marketing Myopia Harvard Business Review 38, July- Aug 29-47
Is your strategy railroads or transportation?
CORPORATE LEVEL STRATEGY
“What business to be in and how to manage it”
“What social issue is key and how to
tackle it”
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.
Data
Evidence
Insight
Situational analysis
Aim ObjectiveGoal
EG: Improve the
uptake of chlamydia screening
EG:25% of 17-
21 year olds in London will attend screening
by the end of 2016
EG:Practice
nurses and GPs will refer for testing
Young women
request ‘all clear’ from
partners
Behavioural
THE STRATEGIC PROCESS
Strategic Analysis
Strategic Choice
Strategic Implementation
These three tasks are iterative in nature.
Review Implementation Tactics
Results Conclusions
Generate Options
Test OptionsDetermine feasibility
suitability acceptability
Select Strategy
Analysisvv
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
SWOT & PESTL Analysis
• Strengths
• Weaknesses
• Opportunities
• Threats
• Political
• Economic
• Social
• Technological
• Legal
Should be prioritised for both potential impact and likelihood
Should be prioritised for both significance and ability to change
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
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.
Criteria for Evaluating Strategic Options
SUITABILITY
REALISM
CONSISTENCY
FEASIBILITY
RISKS
POTENTIAL REWARDS
FIT WITH ANALYSIS, SUSTAINABLE, CONSISTENT WITH MISSION?
ARE THE AIMS AND OBJECTIVES REALISTIC?
ARE ALL ELEMENTS OF THE STRATEGY COMPLEMENTRY ?
TIME, RESOURCES, SKILLS, KNOW HOW?
WHAT ARE THE RISKS AND CAN THEY BE MANAGED ?
ARE THE FORECAST OUTCOMES WORTH THE INVESTMENT?
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?
Additional Social Marketing intervention selection criteria
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
6 Sets of strategic considerations and tools ( 14 combinations)
Level :
Individual Small Group Community National International
Ap
pro
ach
:P
olic
y S
trat
egy
Tac
tics
Op
era
tio
ns
The value/cost exchange matrix© 4 Primary Forms of intervention
Incentive Reward
Disincentive Punish
Active Decision
Conscious / Considered
Automatic / Unconscious
Passive Decision
Hug Smack
ShoveNudge
eg: A Fineeg: Reward for not smoking
eg: A default saving scheme
eg: Restrictions on sale time and age for alcohol
service provision / practically assist / promote access / social networking / Social mobilisation / careSupport
inform /communicate / prompt / trigger / remind / reinforce/ awareness/explain/ make awareInform
enable / engage / train / skill development / inspire / encourage / motivate / develop critical thinking / counselEducate
Controlcontrol / rules / require / constrain / restrict / police / enforce / regulate / legislate/ incentivise / disincentives screen / treat
Designdesign in or change physical product /environment / organisational system / technology / process / technology
5 Intervention Types (deCIDES)
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.
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
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.
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.
Social Marketing Strategic Planning
Function Function
Evidence, Insight & Analysis, Goal setting & Planning Recommendations
Social Marketing Plans Organisational Goals &
Resource Allocation
Implementation & Tracking Results, Evaluation & Learning
How social marketing should be positioned to support the strategic planning function within organisations
Apply Social Marketing
operationally and strategically
European Centre for Disease Control (ECDC) Technical Guide to Social Marketing (2014). French J, Apfel F. http://ecdc.europa.eu/en/publications/Publications/social-marketing-guide-public-health.pdf
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. http://ecdc.europa.eu/en/publications/Publications/social-marketing-guide-public-health.pdf
Policy
Strategy
Tactics
Operations
Marketing
Informed
and
SupportedNot just
tactics and
operational
delivery
You have the opportunity to be at the cutting edge of science and evidence driven social policy
intervention design
Please accept this challenge!
Los Angeles | London | New Delhi | Singapore | Washington DC | Boston
By Jeff French & Ross Gordon• April 2015• £34.99• ISBN: 9781446248621
STRATEGIC SOCIAL MARKETING
“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 MetcalfeDeputy Director - Marketing, Public Health England, UK
http://www.uk.sagepub.com/books/Book237965