Social Marketing All Chapters

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CHAPTER ONE: UNDERSTANDING SOCIAL MARKETING
Chapter objectives
 After completing this chapter students will be able to:
• Familiar with what social marketing is all about?
• Identify basic elements of social marketing
• Identify basic differences between social and commercial marketing
• Identify Social marketing applicable area
Introduction
In this chapter we will discuss history of social marketing, we will define social marketing
and identify social marketing elements-by doing so we will identify similarities and
differences between social marketing and commercial marketing. Finally we will identify
major area that social marketing can implement.
1.0. History of social marketing
Many scholars ascribe the beginning of the field of social marketing to an article published
by G.D. Wiebe in1951-1952 edition of public opinion quarterly. In it, Wiebe posed a
rhetorical question: "Why can’t you sell brotherhood and rational thinking like you can sell
soap?” He then went on to discuss what he saw as the challenges of attempting to sell a social
good as if it were a commodity, thus identifying social marketing (though he did not label it
as such) as a discipline unique from commodity marketing.
A decade later, organizations such as the KfW Entwicklungs bank in Germany, the Canadian
International Development Agency, the Ministry for Foreign Affairs in The Netherlands, UK
Department for International Development, US Agency for International Development,
World Health Organization and the World Bank began sponsoring social marketing
interventions to improve family planning and achieve other social goals in Africa, Sri Lanka,
and elsewhere.
The next milestone in the evolution of social marketing was the publication of "Social
Marketing: An Approach to Planned Social Change" in the Journal of Marketing by Philip
Kotler and Gerald Zaltman. Kotler and Zaltman coined the term 'social marketing and they
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offered The very first formal definition of social marketing: Social marketing is the design,
implementation and control of programs calculated to influence the acceptability of social
ideas and involving considerations of product planning, pricing, communication,
distribution, and marketing research.
1.1. Definition of Social Marketing
Before we discuss about social marketing let us define marketing. Marketing is a social and
managerial process by which individuals and groups obtain what they need and want through
creating and exchanging products and value with others. it is the process of planning and
executing the conception, pricing, promotion, and distribution of ideas, goods, and services to
create exchanges that satisfy individual and organizational goals
Different people including Health promoters perceive social marketing as a predominantly

promotional or, even more narrowly, a communication activity. Simply they consider it as a
means to deliver a message which may allow influencing, persuading and reminding target
audiences (like Eat vegetables, Wear seat belt). But promotion is only a part of the overall
marketing program. This misunderstanding leads to describe social marketing social
advertising or communication activities not developed with marketing’s conceptual
framework. Several social marketing definitions are listed below:
Social Marketing seeks to develop and integrate marketing concepts with other approaches to
influence behaviours that benefit individuals and communities for the greater social good.
( iSMA, ESMA and AASM1Consensus Definition).
Social marketing is an approach used to develop activities aimed at changing or maintaining

people's behaviour for the benefit of individuals and society as a whole.( The National Social
Marketing Centre(NSMC)).
Social marketing is a process that applies marketing principles and techniques to create,
communicate, and deliver value in order to influence target audience behaviors that benefit
society as well as the target audience. (Philip Kotler, Nancy Lee, and Michael Rothschild,
2006).
Social Marketing is a process that uses marketing principles and techniques to influence
target audience behaviors that will benefit society as well as the individual. This strategically
oriented discipline relies on creating, communicating, delivering, and exchanging offerings
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that have positive value for individuals, clients, partners, and society at large.(Nancy R. Lee,
Michael L. Rothschild, and Bill Smith, 2011)
Social Marketing is the application of commercial marketing concepts and tools to influence
the voluntary behavior of target audiences to improve their lives or the society of which they
are a part. (Alan Andreasen, 2011)
Social Marketing more specifically, is the systematic application of interactive marketing

principles and techniques that harness audience participation to deliver value and achieve
specific behavioral goals for a social good.(Jay Bernhardt, 2011)
Social Marketing is the application of commercial marketing principles and tools where the
primary goal is the public good.(Rob Donovan, 2011)
Social Marketing critically examines commercial marketing so as to learn from its successes
and curb its excesses.(Gerard Hastings, 2011)
Social Marketing is the application of marketing principles to shape markets that are more
effective, efficient, sustainable, and just in advancing people’s well-being and social welfare.
(Craig Lefebvre, 2011)
Social Marketing is the activity and processes for understanding, creating, communicating,
and delivering a unique and innovative offering to overcome a societal problem.(Sharyn
Rundle-Thiele, 2011)
Social Marketing is the use of marketing principles and techniques to promote the adoption of
behaviours that improve the health or well-being of the target audience or of society as a
whole.(Nedra Weinreich, 2011)
As indicated in the above definitions social marketing is:
 It is sub discipline of marketing-distinct discipline within the field of marketing.

 It involves adoption of commercial marketing philosophy and adaptation of
Commercial Marketing Technologies /tools
 It aims for voluntary behaviour change
 Social Marketing Programs Influence Behavior
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 It relies on the principles and techniques developed by commercial marketing,

especially the marketing mix strategies, conventionally called the 4Ps- product, price,
place and promotion.
 It Seeks to Benefit Target Consumers and/or the Society as a Whole.
Social marketing is a part of the overall field of strategic marketing management, and draws
its underpinning philosophy and core theoretical frameworks from the marketing discipline.
Most definitions of social marketing is borrow technology from the commercial marketing.
To achieve their objectives(sales profit...), commercial marketers engage in a great many
activities that are designed to influence consumers’ behaviour . But their only reason for
doing activities are that leads to increased sales/profit. Since it is borrowing commercial
marketing technology, social marketing have an objectives of influencing behaviour.
Behavioural change is the bottom line of social marketing. Social marketing apply
commercial marketing techniques to social problems. It means to take the same principles
used in selling goods--such as shoes, television shows, or pizza--to convince people to
change their behaviour. What does that mean? Well, instead of selling hamburgers, a
marketer selling a life without heart attacks. Instead of convincing teenagers to buy blue
jeans, a marketer convincing them to buy the advantages of using seat belt while driving. Of
course, when a marketer selling blue jeans, he/she still trying to influence behaviour—he/she
is convincing people they need to wear his/her jeans--either for comfort, or for style, or for
value. So then, what is the difference between social marketing and commercial marketing?
It's really summed up in one key point: Social or public good
The primary purpose of social marketing is to help achieve improvement in the lives of
people. This helps to distinguish it from commercial marketing where the primary purpose is
financial, in terms of profits or shareholder value. Commercial marketing tries to change
people's behaviour for the benefit of the marketer; social marketing tries to change people's
behaviour for the benefit of the target audience, or of society as a whole. In some programs,
the primary beneficiary is the target audiences or their family. This would be the case
in programs designed to promote breast self-examination, , or the immunization of
children. Other programs target the society at large as the major beneficiary, as in efforts
to increase consumer recycling or induce farmers to plant more trees. Finally, some
programs have joint beneficiaries. Efforts to get drivers to obey the miles per hour speed
limit, which would help save the lives of drivers and their passengers.
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Due to the substantial differences in the environment, within which social marketing
operates, and the issues or causes which form the focus of campaigns, it is not possible to
import commercial marketing practice wholesale into the social marketing environment.
Consequently, social marketing involves the simultaneous adoption of marketing philosophy
and the adaptation of marketing tools to develop programs which, in the eyes of the social
marketer, will lead to socially beneficial outcomes. In essence, social marketing is the
adaptation, rather than direct transference, of marketing tools and techniques for social
change campaigns.
1.2. Social marketing elements

The following are social marketing elements which are borrowed from the field of
commercial marketing.
1. Audience orientation
To be competitive in a market environment it demands a steadfast commitment to
understanding consumers, the people whose behaviour we hope to change. The premise is
that all program planning decisions must emanate from a consideration of the consumers’
wants and needs. put them at the centre of every decision we make. One of the traditional
Marketing Principle is customer focused or customer orientation. Social marketing apply this
principle to understand target audiences’ needs and wants, their lives, behaviour, barriers they
perceive to adopting the desired behaviour and benefits they want and believe they can
realize. Social marketing begins and ends with target audience. Consumer/audience
orientation is the basic concept that an organization’s mission is to bring about behaviour
change by meeting the target market’s needs and wants. It is recognizing that customers have
unique perceptions, needs, and wants that the marketer must learn about and adapt to.
Understand target audiences and see things from their perspective provide a clear picture
what target audience would like to do. Therefore, the social marketer should know audiences
and put them at the centre of every decision they make. All decisions are made with the
audience's perspective in mind. Social marketing planners take time to learn what the target
audience currently knows, believes, and does which allows them designed program to fulfil
the audience's needs and wants. The backbone of a customer orientation is consumer
research. Formative research is used to gain a deeper understanding of a target audience’s
needs, aspirations, values, and everyday lives. Of special interest are consumers’ perceptions
of the products, benefits, costs, and other factors (e.g., perceived threat, self-efficacy, social
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influences) that motivate and deter them from adopting recommended behaviours. Research
also provides information on distinct population subgroups and the social and cultural
environments in which the people act on behavioural decisions. This information is used to
make strategic marketing decisions about the audience segments to target, the benefits to
offer, and the costs to lower, and about how to price, place, and promote products. Although
consumer research need not be expensive or complex, it must be done.
Audiences can be primary or secondary audience. Primary target audience: Also called
target audiences, a group of individuals whose behaviour needs to change to positively
impact the problem. They could be directly affected by the problem themselves, or those who
can make policy or environmental changes.
Secondary audience: A group of individuals who exert influence on the primary target
audience's behaviour.
For example, if social marketers wanted children to get more physical activity by walking to
school each day, children would be primary audience. They need to change their behaviour to
impact the problem (lack of physical activity). But, the majority of the marketers’ program
activities may be designed to intervene with parents who play a significant role in influencing
the behaviour of their children.
Another example, a social marketing organization could be trying to get city council
members to approve funds for construction of sidewalks. The end goal is still getting children
to walk to school, but in this case, the city council members would be the organization
primary audience. You are trying to change their voting behaviour. Secondary audiences in
this situation would be people who influence the city council members, such as parents,
school board members, or the media.
2. Audience segmentation
Social marketers know it is not possible to be “all things to all people. They should avoid a
‘one size fits all’ approach.” Rather, differentiates populations into subgroups or segments of
people who share needs, wants, lifestyles, behaviour, and values that make them likely to
respond similarly to the social marketing intervention plane. Since peoples are differ in many
things and no single offering will please everyone, Strategies must be tailored to the unique
wants, needs, resources, and current behaviour of differing market segments. Audience
segmentation is the process of dividing a broad target audience into more homogeneous
subgroups. The purpose of segmentation is not to answer the question of whether a social
marketer can distinguish different subgroups of a larger population. The question for
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segmentation is whether identifying differences among groups will drive how social
marketers approach their marketing solution. Segmentation allows coming up with different
behaviours, messages, products, and services aimed at different groups of the population. The
purpose of dividing up an audience into segments is to make social marketing program more
effective and to use resources wisely. Program developed for the "general public" will likely
not be really effective for any one person or group. But, by tailoring efforts to a particular
segment, the social marketer can greatly improve effectiveness because it allowed using the
programming, communication channels, and messages that are most relevant segment.
For example, completely different programs would be designed for these two segments:
1. Overweight adults who do not enjoy physical activity and are not motivated to participate
in it. (The program for this segment would need to address the target audience's
motivation before behaviour change can be expected.)
2. Overweight adults who like physical activity and are motivated to do it.
3. Influencing Behaviour
Social marketing focuses on behaviour (what people actually do, a pattern of actions over
time; the action or reaction of something under specific circumstances) .The "bottom line"
of social marketing is behaviour change. Similar to commercial-sector marketers, who sell
goods and services, social marketers sell behaviours. Although benchmarks may also be
established for increasing knowledge and skills through education, and efforts may need to be
made to alter existing beliefs, attitudes, or feelings, the bottom line for the social marketer is
whether the target audience “buys” the behavior. Social marketers perform activities to
change belives and attitudes which lead to behavioural change. For example, a specific
behavior that substance abuse coalitions want to influence is for women to avoid alcohol
during pregnancy. They recognize the need to inform women that alcohol may cause birth
defects and convince them that this could happen to their baby. In the end, however, their
measure of success will be whether the expectant mother abstains from drinking alcohol. If
the goal is only to increase awareness or knowledge, or change attitudes, it is not social
marketing. Therefore, social marketing program goals should be designed to influence behaviour
instead of only increasing knowledge or awareness of a problem.
Social marketers typically want to influence target audiences to do one of four things: (a)
accept a new behaviour (e.g., composting food waste); (b) reject a potentially undesirable
behaviour (e.g., starting smoking), which is why we refer more often to behaviour influence
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than behaviour change; (c) modify a current behaviour (e.g., increase physical activity from
three to five days of the week or decrease the number of fat grams consumed); or (d)
abandon an old undesirable behaviour (e.g., talking on a cell phone while driving
The purpose of social marketing is to develop constructive approaches to support desired

behaviour changes. The basic principle is to increase the audience’s perception that the
benefits of the new behaviour outweigh the costs of adopting it. The new behaviour must be
seen as having higher value than the current behaviour. For example, to get someone to
consider giving up smoking, there are two broad approaches (1) Increase the perception of
the benefits of the desired behaviour (such as by emphasizing to young people how their
breathing is better when they engage in sports and give up smoking) (2) Increase the costs of
the undesirable behaviour (such as by raising the tax on cigarettes). Effective social
marketing considers factors which affect audiles’ behaviour includes factors within the
individual’s control; e.g. lifestyle options and choices and factors outside the individual’s
control; e.g. environment, service access options, employment opportunities and housing
Social marketers, like their counterparts in commercial marketing, use the four Ps—product,
price, place, and promotion—to encourage purchase or adoption of behaviours. They improve
the attractiveness of the behaviour and sometimes offer goods or services to support the
behaviour (product). They alter the price or cost of one behaviour versus another (price).
They make it easier to move into the new behaviour (place). They promote the short-term and
long-term benefits of the new behaviour (promotion).
4. Competition
Social marketing, like commercial marketing, takes place in a competitive environment. In
commercial marketing, competition refers to products and companies that try to satisfy
similar wants and needs as the product being promoted. In social marketing, the term refers to
the "behaviours and related benefits that the target audience is accustomed to—or may prefer
—to the behaviour promoting. The target audience is doing something instead of the
behaviour want them to do. Why does the audience prefer the competing behaviour over the
behaviour the social marketers want to promote? Does the environment support behaviour or
the competition? In social marketing programs, competition should be acknowledged,
explored, and addressed by the strategies of the program? An assessment of the competition
also may be useful in determining which behaviors are best to promote and which segments
are best to target. “Thinking about where, how, and with whom to compete is important.
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Example
Possible competing activities for physical activity
 Watching TV
 Playing on the computer
 Talking on the phone
 Going to the mall/shopping
 Spending time with friends
 Doing homework
 Participating in after-school programs.
5. Exchange
For every choice we make, there is an exchange that occurs: we give one thing up in return
for something else. Marketing is an exchange. The marketer asks the consumer to perform an
action (say, buying a Coke) and in exchange, the marketer gives the consumer a benefit (for
example, sweet taste and a cool image). Consumers receive a product or service for a cash
outlay. The objective of the commercial marketing specialist is to facilitate mutually
satisfying exchanges between consumers and companies. A consumer receives a product or
services he or she values, and the company makes money. Exchange theory, the linchpin of
the marketing approach, indicates that by using the right promotion techniques to offer the
right product at the right price, through the right distribution channels, potential buyers will
exchange or give up what they currently have, use, or believe for what is offered. The social
marketing discipline is based on the idea that all marketing is an exchange, if you want
people to change their behavior, you have to offer them something. . If you want someone to
give up, or modify, an old behavior or accept a new one, you must offer that person
something very appealing in return.
Figure 1.1. Marketing is About an Exchange
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In the commercial marketing world, this exchange can be tangible (pay a $1 and get a Pepsi),
or it can be intangible (by drinking Pepsi, you’re also receiving everything that goes with the
image of the brand). While the exchange can be tangible in social marketing (paying a higher
price for a healthier vending machine option), the exchange is often intangible, such as giving
up a TV show to go for a walk to improve one's health. The target audience will compare the
costs and benefits of performing behaviour before choosing to adopt it. Social marketers must
determine what their target audience values and what costs they perceive to create an
exchange that persuades them to adopt their behaviour over the competition. The exchange
should increase the perceived benefits of the target behaviour and minimize its costs. Or it
could increase the perceived costs of the competing behaviours and minimize their benefits.
6. The Marketing mix (4 P’s)

Product
The social marketing product might be very intangible like a belief or behavior and it is a lot
harder to formulate a product concept .The social product can either represent an idea, a
practice or a concrete object.
 The idea can then be a belief, an attitude or a value.
 A practice can an act and the repeated act turn in to behavior like using
contraceptives.
 The tangible object could be any contraceptive products like pills, condom
etc.
Price
 Price doesn’t necessarily to be monetary but can also be non monetary like time,
effort, and change in life style
Place
 Place is where and when the target marketing will perform the desired behavior,
acquire any related tangible objects, and receive any associated services.
 Channel for information include:
 Where service is provided
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 Where information is received
 Where tangible product is purchased
Promotion
 Promotion involves persuasion to influence attitudes or/and behavior
 To persuade effectively the social marketer should capture the attention of the target
audience because there are many other competition sources like another person,
radio, television, noise and the like
1.3. Commercial Marketing Vs Social Marketing
There are several important differences between social and commercial marketing:
In the case of commercial marketing, the marketing process aims to sell a tangible
product or service. In the case of social marketing, the marketing process is used to
sell a desired behaviour.
Not surprisingly, in the commercial sector, the primary aim is financial gain. In social
marketing, the primary aim is individual or societal gain. Commercial marketers
choose target audiences that will provide the greatest volume of profitable sales. In
social marketing, segments are selected based on a different set of criteria, such as
what will produce the greatest amount of behavior change. In both cases, however,
marketers seek to gain the greatest returns for their investment of resources.
Competitors are very different. The commercial marketer sees competitors as other
organizations offering similar goods and services, or ones that satisfy similar needs.
Social marketers see. The competition as the current or preferred behavior of the
target audience and the perceived benefits and costs of that behavior. This includes
any organizations that sell or promote competing behaviors (such as the tobacco
industry).
Social marketing is more difficult than commercial marketing. Consider the financial
resources that the competition has available to make smoking look cool, to promote alcoholic
beverages, to glamorize sexual promiscuity. And consider the challenges faced when trying
to influence people to give up an addictive behavior (stop smoking), resist peer pressure (be
sexually protected), go out of their way (avoid drinking contaminated water), hear bad news
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(get an HIV test), risk relationships (avoid taking hard drugs), or remember something (take
pills three times a day).
Despite these differences, we also see many similarities between the social and commercial
sector marketing models—ones that are key to any marketer’s success:
 A customer orientation is critical. The marketer knows that the offer (product, price,
and place) needs to appeal to the target audience, solving a problem they have or
satisfying a want or need.
 Exchange theory is fundamental. The target audience must perceive benefits that
equal or exceed the perceived costs.
 Marketing research is used throughout the process. Only by researching and
understanding the specific needs, desires, beliefs, and attitudes of target adopters can
the marketer build effective strategies.
 Audiences are segmented. Strategies must be tailored to the unique wants, needs,
resources, and current behavior of differing market segments.
 All Four Ps are considered. A winning strategy requires an integrated approach, one
utilizing all the tools in the toolbox, not just relying on advertising and other
persuasive communications.
 Results are measured and used for improvement. Feedback is valued and seen as “free
advice” on how to do better next time. Social marketing efforts are most often
initiated and sponsored by those working in government agencies or nonprofit
organizations.
However, in the nonprofit sector, marketing is more often used to support utilization of the
organization’s services (such as tuberculosis testing), purchases of ancillary products and
services (such as at museum stores), volunteer recruitment, advocacy efforts, and fundraising.
In the government sector, marketing activities are also used to support utilization of
government agency products and services (such as the post office and community clinics) and
to engender citizen support and compliance. Thus, social marketing efforts are only one of
many marketing activities conducted by those involved in nonprofit or public-sector
marketing.
WHAT SOCIAL MARKETING IS NOT
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Social marketing as a term is misunderstood or misused by many. There are several common
misunderstandings to clear up:
Don’t confuse social marketing with social advertising. We have all seen well-
meaning public campaigns for putting out campfires (“Smokey Bear”), getting a good
education (“Go to college”), and not using drugs (“Just say no to drugs”). Social
advertising is an important tool of social marketing. But social marketing goes well
beyond simply promoting a cause. In fact, promoting the cause is the last step in
developing a full social marketing campaign.
Assure your colleagues, elected officials, and funders that social marketing is not
another term for manipulation and hard selling. In fact, it is just the opposite, as it is
rarely successful without a customer-driven, customer-sensitive approach.
Understand that the term “social marketing” is not the same as “social networking” or
“social media,” although these are promotional tactics that social marketers may use.
Know that a social marketing strategy may include providing subsidies for products
such as mosquito nets and HIV drugs. But providing subsidies for products is not
social marketing
Social Marketing is not Legislative Intervention-One approach adopted by
governments to change behaviour is to pass legislation. While this is a very effective
way of ensuring significant shifts in behaviour in a short time frame, it is not social
marketing – even if the change is heavily advertised – in that the decision to change
the behaviour is not voluntary. Rather it is a coercive approach which makes it outside
of the domain of social marketing practice.
1.5 Social Marketing Applicable Areas
Social marketing should be used when voluntary behaviour change is the social marketer’s
goal and he/she desire an audience-focused program. Social marketing principles and
techniques can be used to benefit society in general and the target audience in particular in
several ways. There are four major arenas that social marketing efforts have focused on over
the years: health promotion, injury prevention, environmental protection, and community
mobilization.
Health promotion–related behavioural issues that could benefit from social marketing
include tobacco use, heavy/binge drinking, obesity, teen pregnancy, HIV/AIDS, fruit
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and vegetable intake, high cholesterol, breastfeeding, cancers, birth defects,

immunizations, oral health, diabetes, blood pressure, and eating disorders.
Injury prevention–related behavioural issues that could benefit from social marketing
include drinking and driving, seatbelts, head injuries, proper safety restraints for
children in cars, suicide, drowning, domestic violence, gun storage, school violence,
fires, injuries or deaths of senior citizens caused by falls, and household poisons.
Environmental protection–related behavioural issues that could benefit from social
marketing include waste reduction, wildlife habitat protection, forest destruction,
toxic fertilizers and pesticides, water conservation, air pollution from automobiles and
other sources, composting garbage and yard waste, unintentional fires, energy
conservation, litter (such as cigarette butts), and watershed protection.
Community mobilization–related behavioural issues that could benefit from social
marketing include organ donation, blood donation, voting, literacy, identity theft, and
animal adoption.
Generally some issues have been addressed with social marketing includes the following:
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 HIV/AIDS
 Breast cancer
 Family planning
 Immunization
 High blood pressure
 Breastfeeding
 Drug abuse
 Energy conservation
 Smoking
 Child abuse
 Physical activity
 Recycling
 Pollution prevention etc
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University of Gondar Department of Marketing Management
CHAPTER TWO SOCIAL MARKETING ENVIRONMENT
Chapter objectives
By the end of this chapter students will be able to:
 Identify macro environmental forces

 Micro environmental forces
Introduction
The elements of social marketing mix can be controlled by the social marketer. However, all
marketing activities are subject to the reactions and influences of the environments in which
it is implemented. Unlike the marketing strategy and marketing mix which can be designed
and controlled by the marketing manager or originating organisation, environmental forces
can only be monitored and responded to. There are two key environments in which
marketing operates – the micro environment and the macro environment. Each of these is in
turn subdivided into a number of elements, the key ones of which are outlined and discussed
in this chapter.
2.1. Conducting situation analysis

As with marketing in general, the success of a social marketing campaign depends in part on
the marketer’s accurate analysis of the complex environment in which the campaign
appears. The purpose of the environmental analysis is to understand and monitor the
environmental factors, predict the impact of these factors on the organisation’s performance
and make strategic decisions that will enhance competitiveness.
To conduct a quick audit of marketing environmental forces that are anticipated to have some
impact on or relevance for subsequent planning decisions, identifying purpose and focus for
the social marketing plan is very important. Before engaged in situation analysis , the social
marketers should specified purpose and focus for the social marketing plan which help to
focus on the strengths, weaknesses, opportunities, and threats (SWOT) relevant to the social
marketers specific plan.
Figure 2.1. Presents a graphic overview of these factors and forces anticipated to have some
impact on your target market and therefore your efforts. As indicated, picture your target
market at the center of your planning process. In the first concentric circle are the 4Ps, the
variables that you as a marketer have the most control over. Next, a little farther away from
Social marketing -improves people’s lives Page 16

the target, are factors associated with the sponsoring organization for the campaign, ones
thought of as the micro environment. The outer concentric circle depicts the macro
environment, forces the marketer has little or no control over but ones that have influence on
your target market and therefore your effort.
2.1. The Microenvironment: Internal Factors
The micro environment consists of all of those forces close the marketer and organisation
which impact on the effectiveness of the marketing program. It consists of factors related to
the organization sponsoring or managing the social marketing effort—ones therefore
considered internal.
Figure2.1. Factors and Forces Influencing Target Market and Efforts
Resources: How are your levels of funding for the project? Is there adequate staff time
available? Do you have access to expertise related to the social issue or target
populations that you can easily tap?

Service Delivery Capabilities: Does the organization have distribution channels

available for current products and services or ones you might develop? Are there any
concerns with the current or potential quality of this service delivery?
Management Support: Does management support this project? Have they been briefed
on it?
Issue Priority: Within the organization, is the social issue your plan will be addressing
a priority for the organization? Are there other issues you will be competing with for
resources and support, or is this one high on the list?
Internal Publics: Within the organization, who is likely to support this effort? Who
might not? Are there groups or individuals whose buy-in will be needed in order to be
successful?
Current Alliances and Partners: What alliances and partners does the sponsoring
organization have that could potentially provide additional resources such as funding,
expertise, access to target populations, endorsements, message delivery, and/or
material dissemination?
Past Performance: How is the organization’s reputation relative to projects? What
successes and failures are relevant?
STRENGTHS
Make a (bulleted) list of major organizational strengths relative to your plan, based at least in
part on an audit of the above internal factors. These points will be ones your plan will want to
maximize. You may not have something to note for each of the factors. What you should be
aware of is that this list will guide you in many subsequent decisions such as which target
markets you can best reach and serve, what products (programs and services) you have the
resources and support to develop, prices you will (need to) charge, incentives you will be able
to afford to offer, and existing alliances you might be able to tap for delivery of products,
services, promotional materials, and messages.

An illustration from China: consider a plan with a purpose to reduce energy consumption and a
focus on reducing commercial electrical use, a plan spurred by statistics indicating that the energy-
efficiency rate of China stood (in 2005) at 33%, 10 percentage points lower than the average
advanced world level. One could imagine that a national group charged with responsibility for
developing this plan would begin fully aware of one of their major strengths—that as a result of
blackouts experienced in dozens of provincial-level power grids, energy saving had topped the
government agenda. (In the end, this may have led to changes in infrastructure found today in China
—ones such as self-activated escalators in hotel lobbies and hotel rooms that require room keys to
be inserted in order for lights to go on. And of course lights then go off as guests leave the room
with the key they will need when they return.
WEAKNESSES
On the flip side, a similar list is made of factors that don’t look as positive for your effort,
ones you may need a few action items, even strategies, to minimize. This bulleted list is also
constructed by reviewing each of the same internal factors, noting ones that stand out as a
potential concern for developing and implementing a successful plan. Most frequently for
governmental agencies and non-profit organizations (the likely sponsors of a social marketing
effort), concerns are in the area of resource availability and issue priority.
Example: Consider internal factors challenging those charged with developing a plan to
reduce teen smoking in China, where there are more than 100 million smokers under the age of
18. According to an article in the China Dailyin May 2006, a nongovernmental organization,
China Tobacco Control Association, wants to educate the public about the dangers of teen
smoking, “but without money, what can we do?” The article cites a lack of government funds
(resources) for antismoking education and a historical lack of priority for this issue. In Beijing,
for example, a regulation was issued 10 years ago banning smoking in public areas, but
enforcement is apparently weak (an issue priority for a key partner organization in this case)
and “smoking is still rampant in these places.”
2.2. The Macro environment: External Forces
The macro environment is the set of forces that influence of the social marketers and must be
taken into account, as they may either currently have an impact on your target market or are

likely to in the near future. In each of the following categories, you will be noting any major
trends or events you may want to take advantage of (opportunities) or prepare for (threats).
Remember, you are interested in those related to the purpose and focus for your plan:
Cultural Forces: Trends and happenings related to values, lifestyles, preferences, and
behaviours often influenced by factors such as advertising, entertainment, media,
consumer goods, corporate policies, fashion, religious movements, health concerns,
environmental concerns, and racial issues
Technological Forces: Introduction or potential introduction of new technologies and
products that may support or hinder your effort. The technological environment refers
to the application of science to develop new ways of doing things. Changes in the
technological environment can have a wide ranging impact on social marketing in
terms of both the management of social marketing, and the content or focus of social
marketing activities.
The technological advancements which currently impact most significantly on social

marketing are those related to communications technology. The rapid adoption and
acceptance of the internet as a source of information and means of communication
strongly influences how information relating to social marketing issues is distributed.
Official websites for social marketing campaigns both distribute information and
allow target adopters to interact directly with those responsible for campaigns. The
inclusion of on line support communities means that the problems of distance
experienced by rural adopters are reduced. As the variety of communication methods
continues to expand, social marketers need to be more imaginative in getting their
message to the target market.
The decline in the importance of commercial free to air television advertising as a source of
credible information amongst young adults means that social marketers need to become more
innovative in their use of emerging communications media such as SMS or develop more
experiential marketing activities where the message of the campaign is integrated into some
other entertainment activity, eg. the use of message placement in story lines of television
shows and movies.

Demographic Forces: Trends and changes in population characteristics, including age,

ethnicity, household composition, employment status, occupation, income, and
education
Natural Forces: Forces of “nature,” including ones such as famine, fires, drought,
hurricanes, energy supply, water supply, endangered species, and floods
Economic Forces: Trends affecting buying power, spending, and perceptions of
economic well-being
Political/Legal Forces:Potential laws and actions of governmental agencies that could
affect campaign efforts or your target audience. As is the case for all marketers, there
are a number of legal restrictions that social marketers must take into consideration in
the creation of any campaign. Given the sensitive nature of many of the topics that fall
within the domain of social marketing, legal restrictions may impede the effective
development and implementation of communications and distribution strategies. For
example, needle exchange programs initially ran into problems due to technical
breaches of the Drugs Misuse Act. Messages involving sex related social marketing
issues, whether they related to pregnancy or disease, need to be carefully crafted to
ensure that appropriate and relevant materials are developed while at the same time
being mindful of the content in light of target markets that may be in the early to mid
teens.
External Publics: Groups outside the organization other than current partners and
alliances that could have some impact on your efforts (good or bad) and/or your target
audience, including new potential partners
OPPORTUNITIES
A major purpose for scanning the external environment is to discover opportunities that you
can take advantage of and build into your plan. Your activities can be leveraged by benefiting
from the visibility and resources that other groups may be bringing to your issue or the
increased awareness and concern that you find is already out there in the general public, as it
was in the following example.

According to another article in the China Daily in May 2006, the number of pet owners in China
has been soaring, as are the associated social problems—ones related to owners not cleaning up
pet waste on sidewalks, increases in rabies, and abandonment of pets when an owner turned out to
be ill prepared for the responsibility. Several organizations were picking up the challenge,
including the country’s Ministry of Health and the International Fund for Animal Welfare. An
environmental scan on their part would likely identify several macro environmental factors
impacting their target populations, ones they would consider as they prepare their approach to
influencing public behaviours. Most cities in China had removed the ban on dog-rearing in the
urban area in the 1980s after food rationing was scrapped (political/legal); 2006 was the Year of
the Dog on the Chinese calendar (cultural); having a pet was now a symbol of prosperity, where
in the past it was once looked upon as a bourgeois way of life (economic); and some attributed the
popularity of pets to a growing sense of loneliness common among city dwellers, particularly the
elderly living alone and single white-collar workers (demographics)
THREATS
On the other hand, some of these forces will represent potential threats to your project and
will be something your plan will want to address or prepare for in the event it happens.
Understanding the influences on your target population can provide insight, as shown in the
following example. Referring again to the problem with tobacco use in China and the interest
in reducing teen smoking, numerous external factors threaten success as well as the internal
weaknesses noted earlier. Imagine the following powerful and entrenched cultural, economic,
and legal forces operating in the marketplace for those tackling this social issue—ones also
mentioned in the May 2006 China Daily article:
• People begin smoking at an early age, especially in tobacco-planting areas.
• Parents and teachers smoke in front of children.
• China is the world’s largest tobacco producer and consumer, so smoking is accepted, even
supported, given the close relationship between the production and consumption of tobacco
and the national economy.
• Cigarette companies are still allowed to advertise their brands.
• There are no national laws or regulations in China to forbid selling cigarettes to youngsters.

CHAPTER THREE: SOCIAL MARKETING THEORIES
Chapter objectives
By the end of this chapter students will able to:

 Identify and discuss social marketing theories
Introduction
Theories and models for social marketing abound, with little formal consensuses on which types of
models for what types of social problems in what kinds of situations are most appropriate.
This chapter will focus on the more commonly mentioned theories and models in social marketing
programs including: health belief model, theory of reasoned action,, social cognitive theory, the trans
theoretical model of behaviour change (or "stages of change"), and diffusion of innovations
3.1. HEALTH BELIEF MODEL
THEORETICAL CONCEPT
The Health Belief Model (HBM) is by far the most commonly used theory in health education
and health promotion. It was developed in the 1950s as a way to explain why medical
screening programs offered by the U.S. The underlying concept of the original HBM is that
health behavior is determined by personal beliefs or perceptions about a disease and the
strategies available to decrease its occurrence. Personal perception is influenced by the whole
range of intrapersonal factors affecting health behaviour.
THEORETICAL CONSTRUCTS
The following four perceptions serve as the main constructs of the model: perceived
seriousness, perceived susceptibility, perceived benefits, and perceived barriers. Each of these
perceptions, individually or in combination, can be used to explain health behavior. More
recently, other constructs have been added to the HBM; thus, the model has been
expanded to include cues to action, motivating factors, and self-efficacy.
1. perceived Seriousness
The construct of perceived seriousness speaks to an individual’s belief about the seriousness
or severity of a disease. the perception of seriousness is often based on medical information or
knowledge, it may also come from beliefs a person has about the difficulties a disease
would create or the effects it would have on his or her life in general. For example, most of
people view the flu as a relatively minor ailment. We get it, stay home a few days, and get
better. However, if you have asthma, contracting the flu could land you in the hospital. In this

case, your perception of the disease might be that it is a serious disease. Or, if you are self-
employed, having the flu might mean a week or more of lost wages. Again, this would
influence your perception of the seriousness of this illness.
2. perceived Susceptibility
Personal risk or susceptibility is one of the more powerful perceptions in prompting
people to adopt healthier behaviors. The greater the perceived risk, the greater the
likelihood of engaging in behaviors to decrease the risk. Perceived susceptibility motivates
people to be vaccinated for influenza,to use sunscreen to prevent skin cancer, and to floss their
teeth to prevent gum disease and tooth loss.
It is only logical that when people believe they are at for a disease, they will be more likely to
do something to prevent it from happening. Unfortunately, the opposite also occurs. When
people believe they are not at risk or have a low risk of susceptibility, unhealthy behaviors
tend to result. perception of increased susceptibility or risk is linked to healthier
behaviors, and decreased susceptibility to unhealthy behaviours
3. perceived Benefits
The construct of perceived benefits is a person’s opinion of the value or usefulness of a new
behavior in decreasing the risk of developing a disease. People tend to adopt healthier
behaviors when they believe the new behavior will decrease their chances of developing a
disease. Would people strive to eat five servings of fruits and vegetables a day if they didn’t
believe it was beneficial? Would people quit smoking if they didn’t believe it was better for
their health? Would people use sunscreen if they didn’t believe it worked? Probably not
Perceived benefits play an important role in the adoption of secondary prevention behaviors,
such as screenings.
4. perceived Barriers
Since change is not something that comes easily to most people, the last construct of
the HBM addresses the issue of perceived barriers to change. This is an individual’s own
evaluation of the obstacles in the way of him or her adopting a new behavior. Of all the
constructs, perceived barriers are the most significant in determining behavior change.
In order for a new behavior to be adopted, a person needs to believe the benefits of the new
behavior outweigh the consequences of continuing the old behavior This enables barriers to
be overcome and the new behavior to be adopted.
3.2. The Trans theoretical Model of Health Behaviour Change

This model, popularly known as “stages of change”, has become one of the more often used
models in social marketing programs. this model was being applied by social marketing
programs in the early 1990’s to increase physical activity levels of community residents. The
transtheoretical model (TTM) of change in health psychology explains or predicts a person's
success or failure in achieving a proposed behavior change, such as developing different
habits. It attempts to answer why the change "stuck" or alternatively why the change was not
made. Based on more than two decades of research, the TTM has found that individuals
move through a series of stages—pre-contemplation (PC), contemplation (C), preparation
(PR), action (A), and maintenance (M)—in the adoption of healthy behaviors or cessation of
unhealthy ones.
Stage One: Pre-contemplation((Not yet acknowledging that there is a problem behavior that
needs to be changed) .In the pre-contemplation stage, people are not thinking seriously about
changing and are not interested in any kind of help. People in this stage tend to defend their
current bad habit(s) and do not feel it is a problem. They may be defensive in the face of
other people’s efforts to pressure them to quit. They do not focus their attention on quitting
and tend not to discuss their bad habit with others.
Stage Two: Contemplation ((Acknowledging that there is a problem but not yet ready or sure
of wanting to make a change).In the contemplation stage people are more aware of the
personal consequences of their bad habit and they spend time thinking about their problem.
Although they are able to consider the possibility of changing, they tend to be ambivalent
about it. In this stage, people are on a teeter-totter, weighing the pros and cons of quitting or
modifying their behavior. Although they think about the negative aspects of their bad habit
and the positives associated with giving it up (or reducing), they may doubt that the long-
term benefits associated with quitting will outweigh the short-term costs. It might take as
little as a couple weeks or as long as a lifetime to get through the contemplation stage. (In
fact, some people think and think and think about giving up their bad habit and may die never
having gotten beyond this stage).
Stage Three: Preparation/Determination(Getting ready to change)
In the preparation/determination stage, people have made a commitment to make a change.

Their motivation for changing is reflected by statements such as: “I’ve got to do something

about this — this is serious. Something has to change. What can I do?”This is sort of a
research phase: people are now taking small steps toward cessation. They are trying to gather
information (sometimes by reading things like this) about what they will need to do to change
their behavior. Or they will call a lot of clinics, trying to find out what strategies and
resources are available to help them in their attempt. Too often, people skip this stage: they
try to move directly from contemplation into action and fall flat on their faces because they
haven’t adequately researched or accepted what it is going to taketo make this major lifestyle
change.
Stage Four: Action/Willpower(Changing behavior))
This is the stage where people believe they have the ability to change their behavior and are
actively involved in taking steps to change their bad behavior by using a variety of different
techniques. The amount of time people spend in action varies. It generally lasts about 6
months, but it can literally be as short as one hour! This is a stage when people most depend
on their own willpower. They are making overt efforts to quit or change the behavior and are
at greatest risk for relapse. Mentally, they review their commitment to themselves and
develop plans to deal with both personal and external pressures that may lead to slips. They
may use short-term rewards to sustain their motivation, and analyze their behavior change
efforts in a way that enhances their self-confidence. People in this stage also tend to be open
to receiving help and are also likely to seek support from others (a very important element).
Stage Five: Maintenance((Maintaining the behavior change))
Maintenance involves being able to successfully avoid any temptations to return to the bad
habit. The goal of the maintenance stage is to maintain the new status quo. People in this
stage tend to remind themselves of how much progress they have made. People in
maintenance constantly reformulate the rules of their lives and are acquiring new skills to
deal with life and avoid relapse. They are able to anticipate the situations in which a relapse
could occur and prepare coping strategies in advance.
They remain aware that what they are striving for is personally worthwhile and meaningful.
They are patient with themselves and recognize that it often takes a while to let go of old
behavior patterns and practice new ones until they are second nature to them. Even though
they may have thoughts of returning to their old bad habits, they resist the temptation and

stay on track. As you progress through your own stages of change, it can be helpful to re-
evaluate your progress in moving up and down through these stages.
The Theory of Reasoned Action
The theory of reasoned action (TRA) is perhaps the most developed of this type of model
and is widely used in social psychology and consumer decision-making. It has more recently
been applied to a number of health and environmental behaviours . Fishbein and Ajzen
( 1975 ) proposed that volitional behaviour is predicted by one’s intention to perform the
behaviour, which, in turn, is a function of attitude towards that behaviour and subjective
norms with regard to that behaviour .Attitude is a function of beliefs about the
consequences of the behaviour weighted by an evaluation of each outcome. Subjective norms
are a function of how significant others view the behaviour, weighted by the motivation to
conform to each. Hence, an individual might have a positive attitude toward binge drinking,
but not engage in that behaviour because their football team mates are opposed to it as it
affects their chances of winning. Similarly, an individual might have a negative or neutral
attitude towards separating glass, paper and metal in their rubbish, but do so because their
children encourage it and all the neighbours are seen to be doing it.
Formative research is necessary to identify all of the relevant beliefs with regard to the
consequences of adopting or not adopting the recommended behaviour, and whether these
consequences are viewed negatively, positively or neutrally. To accurately predict intentions,
it is necessary to ensure that all relevant beliefs are uncovered.
For example, it might be found that attitudes towards recycling are favourable because only
beliefs that were evaluated positively were included, while many beliefs that would be
evaluated negatively were unintentionally omitted. Similarly, research is needed to identify
all the relevant others, how these others are perceived to feel about the recommended
behaviour, and the extent to which the individual feels motivated to comply with these others.
Leventhal and Cameron ( 1994 ) remind us that many beliefs might be ‘ common sense’ or
intuitive rather than objective beliefs. Commonsense beliefs are based on their own
experiences and what people see, hear and feel as they go about their lives. For example, if a
smoker feels fi t and well, they are far less likely to be infl uenced by anti-smoking messages;
if people live in areas where certain ethnic groups are associated with crime, they are less
likely to respond to anti-stereotype tolerance campaigns.

Fishbein’s model introduced two important features. First, the model requires the user to
make a clear distinction between attitudes towards objects, issues or events per se , and
attitudes towards behaving in a certain way towards these objects, issues, events, etc. For
example, an individual may have a favourable attitude towards Porsche cars, but a negative
attitude towards actually buying one because this would involve borrowing a substantial
amount of money at a high interest rate (not to mention, ifmale, being the butt of some well-
known comments about his anatomy). Similarly, an individual may have a favourable attitude
towards condoms per se , but a negative attitude towards actually buying or carrying
condoms. Hence, when exploring beliefs and attitudes to predict intentions and behaviour, it
is necessary to be precise in terms of whether one is measuring attitudes towards an issue per
se (e.g., exercise), or attitudes towards engaging in a behaviour (e.g., exercising). This aspect
of the TRA forces interventionists to more precisely determine what specifi c behaviour they
wish to change, in what context and in what timeframe (called the principle of compatibility;
Ajzen 1988 ).
Figure: theory of reasoned action
Second, the TRA distinguishes between the individual’s beliefs related to the object or issues
per se , and the individual’s beliefs about what other people think about the issue, and how

others think they should behave towards the issue (i.e., normative beliefs). Hence, the
Fishbein model incorporates social norms as an infl uence on attitudes and behaviour.
Overall then, an individual’s intention towards switching from, say, regular strength beer to a
reduced alcohol beer will be a function of their overall attitude to that behaviour and their
subjective norm about that behaviour as follows:
Attitude: This is measured by fi rst identifying the individual’s beliefs about the likely
consequences of drinking reduced alcohol beer, which might be: less intoxicating; fewer
hangovers; increased alertness; less risk of exceeding 0.05 percent if random breath tested;
less enjoyment of full-bodied taste; less variety of beer type; less brand imagery; and so on.
In research terms, individuals are asked to state how likely is it that each of these
consequences would occur if they switchedto reduced alcohol beer. This is followed by an
evaluation of the beliefs (how positively or negatively the consequences such as fewer
hangovers, increased alertness, less taste, etc.) are viewed. Attitude is then the sum of the
likelihood multiplied by evaluation scores for each belief .
Social norms: This is measured by fi rst identifying all relevant others (i.e., friends,
workmates, family, sporting club mates, etc.), and then establishing how likely it is that each
of these would endorse the individual switching to reduced alcohol beer (normative beliefs ).
These scores are then weighted by how likely it is that the individual would comply with each
relevant other (e.g., workmates’ opinions might be far more important than a spouse’s
opinion – or vice versa). This last point shows that the behaviour to be predicted should also
be defi ned with regard to situation, particularly in terms of the social environment. An
individual might behave quite differently depending on who else is present. Young males
often moderate their drinking behaviour in the presence of young women (and perhaps stern
parents), and brand choices are far more important in some bars and among some groups than
others .
3.4 Social Cognitive Theory (SCT)

SCT explains behavior in terms of triadic reciprocality (“reciprocal determinism”) in which
behavior, cognitive and other interpersonal factors, and environmental events all operate as
interacting determinants of each other. In contrast to the previous theoretical models, SCT
explicitly recognizes that behavior is not determined by just intrinsic factors, or that an
individual is a product of their environment, but that he/she has an influence on what they do,

their personal characteristics, how they respond to their environment, and indeed, what their
environment is. Changes in any of these three factors are hypothesized to render changes in
the others.
One of the key concepts in SCT is an environmental variable: observational learning. In
contrast to earlier behavioural theories, SCT views the environment as not just one that
reinforces or punishes behaviours, but it also provides a milieu where one can watch the
actions of others and learn the consequences of those behaviours. Processes governing
observational learning include:
1. Attentional: gaining and maintaining attention
2. Retention: being remembered
3. Production: reproducing the observed behaviour
4. Motivational: being stimulated to produce the behaviour
Other core components of SCT include:
Self-efficacy: a judgment of one’s capability to accomplish a certain level of performance.
Outcome expectation: a judgment of the likely consequence such behaviour will produce.
Outcome expectancies: the value placed on the consequences of the behaviour.
Emotional coping responses: strategies used to deal with emotional stimuli including
psychological defenses (denial, repression), cognitive techniques such as problem
restructuring, and stress management.
Enactive learning: learning from the consequences of one’s actions (versus observational
learning).
Rule learning: generating and regulating behavioral patterns, most often achieved through
vicarious processes and capabilities (versus direct experience).
Self-regulatory capability: much of behavior is motivated and regulated by internal
standards and self-evaluative reactions to their own actions.
3.5. Diffusion of Innovations
Diffusion of innovations is a theory that seeks to explain how, why, and at what rate new
ideas and technology spread through cultures. Diffusion of Innovations seeks to explain how
innovations are taken up in a population. An innovation is an idea, behaviour, or object that
is perceived as new by its audience.

Diffusion of an innovation occurs through a five–step process. This process is a type of

decision-making. It occurs through a series of communication channels over a period of time
among the members of a similar social system. Rogers five stages (steps): awareness, interest,
evaluation, trial, and adoption are integral to this theory.
Knowledge: In this stage the individual is first exposed to an innovation but lacks information
about the innovation. During this stage of the process the individual has not been inspired to find
more information about the innovation.
Persuasion: In this stage the individual is interested in the innovation and actively seeks
information/detail about the innovation.
Implementation: In this stage the individual employs the innovation to a varying degree
depending on the situation. During this stage the individual determines the usefulness of the
innovation and may search for further information about it.
Confirmation: In this stage the individual finalizes his/her decision to continue using the
innovation.
Difference between diffusion and adoption
Adoption is an individual process detailing the series of stages one undergoes from first hearing
about a product to finally adopting it.The diffusion process, however, signifies a group of
phenomena, which suggests how an innovation spreads among consumers.
Overall, the diffusion process essentially encompasses the adoption process of several individuals
over time.
Adopter categories
Innovators: Innovators are the first individuals to adopt an innovation. Innovators are willing to
take risks, have the highest Social class, have great financial liquidity, are very social and have
closest contact to scientific sources and interaction with other innovators. Risk tolerance has
them adopting technologies which may ultimately fail. Financial resources help absorb these
failures.
Early adopter: This is the second fastest category of individuals who adopt an innovation.
These individuals have the highest degree of opinion leadership among the other adopter
categories. Early adopters have a higher social status, have more financial liquidity, advanced
education, and are more socially forward than late adopters. More discrete in adoption choices

than innovators. Realize judicious choice of adoption will help them maintain central
communication position.
Early Majority: Individuals in this category adopt an innovation after a varying degree of time.
This time of adoption is significantly longer than the innovators and early adopters. Early
Majority tend to be slower in the adoption process, have above average social status, contact
with early adopters, and seldom hold positions of opinion leadership in a system.
Late Majority: Individuals in this category will adopt an innovation after the average member
of the society. These individuals approach an innovation with a high degree of skepticism and
after the majority of society has adopted the innovation. Late Majority are typically skeptical
about an innovation, have below average social status, very little financial liquidity, in contact
with others in late majority and early majority, very little.
Laggards: Individuals in this category are the last to adopt an innovation. Unlike some of the
previous categories, individuals in this category show little to no opinion leadership. These
individuals typically have an aversion to change-agents. Laggards typically tend to be focused
on "traditions", likely to have lowest social status, lowest financial liquidity, be oldest of all
other adopters, in contact with only family and close friends.

Chapter Four
Segmentation in social marketing
Chapter Objectives:
 Identify barriers to segmentation in social marketing

 Identify Segmentation criteria in social marketing
4.1 Introduction
Audience segmentation is a process of dividing people into more similar subgroups based
upon defined criterion such as product usage, demographics, psychographics, communication
behaviors and media use. Audience segmentation is used in commercial marketing so
advertisers can design and tailor products and services that satisfy the targeted groups. In
social marketing, audiences are segmented into subgroups and assumed to have similar
interests, needs and behavioral patterns and this assumption allows social marketers to design
relevant health or social messages that influence the people to adopt recommended behaviors.
Audience segmentation is widely accepted as a fundamental strategy in communication
campaigns to influence health and social change. Audience segmentation makes campaign
efforts more effective when messages are tailored to the distinct subgroups and more efficient
when the target audience is selected based on their susceptibility and receptivity.
4.2 Barriers to segmentation in social marketing

Despite the importance of segmentation, many social marketing programmes employ
‘undifferentiated target marketing’ treating the target group as a relatively homogeneous
mass for whom a single strategy is developed, or adopting relatively basic segmentation
approaches based on simple demographic variables such as age or gender. This limited
application of segmentation is attributable to a number of factors:
Ambitious objectives. Social marketing is typically concerned with ambitious
objectives (e.g. reducing incidence of dental cares) which involve targeting very large
populations (e.g. all parents of children under five).
The operating environment. Social marketing organizations are much more subject to
political and policy demands than commercial organizations. A national body may be

required by statute to deliver a programme to the whole population, or it may be local

public health policy to target an initiative at a whole population subgroup (for
example, in the UK mammography screening programmes are required to target all
women over 50). In this environment, it is difficult for a social marketing organization
to concentrate resources on specific market segments even where this would increase
the likelihood of effectiveness.
Culture. There may be cultural and philosophical resistance to the idea of
segmentation– for example, it may be seen as unethical for a health professional, in
offering a product to one particular market segment, to withhold it by implication
from another. Alternatively, segmentation on the basis of need can lead to accusations
of discrimination and stigmatization.
Resources. Finally, social marketing organizations may lack an understanding of the
potential of more sophisticated segmentation approaches, the information on which to
base such approaches, or the skills and resources to implement them.
Some of these barriers are surmountable, particularly those in the fourth category. Social
marketers can acquire better understanding of the potential and uses of segmentation, and as
social marketing evolves, lessons learnt will disseminate through the field, as in commercial
marketing.
4.3 Segmentation criteria in social marketing
Commercial marketers typically segment according to three broad criteria: personal
characteristics, behavioural characteristics and benefits sought by consumers all of which are
relevant to social marketers. They are outlined in Table 4.1, along with some additional
attributes which are of particular relevance to social marketing.
Personal characteristics
The relevance of demographic segmentation to social marketing is widely accepted. As noted
at the beginning of the chapter, for many health and social problems, the main predictors of
mortality, morbidity, health behaviour and health risk continue to be demographic. The role
of poverty has already been highlighted, but ethnicity gender (for types of cancer and for
coronary heart disease)
Geodemographics

This is the classification of people on the basis of where they live. The geographical
distribution of much ill-health and the clustering of health and social problems in certain
areas, particularly urban areas of deprivation), suggest that this approach can contribute
usefully to social marketing. Obvious applications of geodemographics to social marketing
are in selecting channels for health advertising, identifying locations for health services, and
direct mail.
A number of syndicated geodemographic information systems have been developed in the

commercial marketing context. While these are already proving to be useful to social
marketers, public health is very often most concerned with geodemographic segments that are
of least interest to many commercial marketers – the very poor. Classification systems such
as ACORN and MOSAIC provide socio-economic indicators of small areas, and these can be
combined with classification systems such as the Carstairs index for Scotland (McLoone,
1991) which provides a measure of affluence or deprivation within postcode sectors.
Measures of deprivation, such as housing tenure, telephone and car ownership, and financial
status, can also be incorporated to provide accurate targeting data for social marketers.
Behavioural characteristics
In commercial marketing, behavioural characteristics may include volume of product usage –
heavy, medium, light users – transactional history (previous usage), readiness to use,
responsiveness, and attitudes towards usage.
Again, these categories are of relevance to social marketing. Social marketers planning an
initiative to encourage participation in a health promotion clinic could segment on the basis
of current health behaviour, previous usage of health clinics, and frequency of GP
consultation and so on. Health service records held by GP practices and health authorities
provide valuable information on patients’ previous transactions with health services as well
as on their current health behaviours (e.g. smoking, drinking, and use of medicines).
A particularly important behavioural characteristic in social marketing is the concept of

readiness to change. The transtheoretical model of behaviour change posits that behavior
change is not a discrete event, but a process that occurs through several stages: pre-
contemplation, contemplation, preparation, action and maintenance.

The model was initially developed to explain smoking cessation behaviour, but has since
been applied to smoking, alcohol and drug addiction, weight control and eating disorders,
safer sex behaviour, exercise participation, mammography screening, sunscreen use, and
other health behaviours). During pre-contemplation, individuals either do not want to change
their behavior or are unaware of its consequences for themselves or others. During
contemplation, they begin to think about the costs and benefits of changing their behaviour.
In preparation, the individual is motivated to change, and makes initial mental and practical
preparations. During the action stage, the individual is in the process of changing, following
which he or she may proceed to either maintenance or relapse to an earlier state.
The model is helpful in two ways. First, it emphasizes that behaviour change is complex and
multi-staged, and that relapse may occur a number of times. Second, it provides a framework
for designing appropriate messages and support interventions. By understanding the target
audience’s readiness to change, the social marketer can develop strategies appropriate to the
group’s needs and wants. During pre-contemplation, the marketer must create awareness and
interest in the behaviour, and it may be necessary to try and shift value and belief systems.
During contemplation, the marketer must persuade and motivate to enhance the benefits of
the behaviour (e.g. mobilize social influence) and reduce the costs associated with change
(time, effort or money). Andreasen deals with preparation and action stages
simultaneously,and proposes that marketers must focus on creating action by, for example,
focusing on skills training exercises or confidence building. Finally, to maintain change,
social marketers should consider reducing cognitive dissonance through reinforcement.
Benefit characteristics
Classification by benefit sought is specific to the particular product being marketed; for
example, the market for cigarettes could be segmented on the basis of those who seek status
(e.g. smokers of exclusive brands of cigarettes and cigars), those who need a cost-effective
nicotine fix (e.g. established smokers), and those who seek reassuringly mainstream smokes
(e.g. adolescents).
This type of segmentation analysis seems at first glance to have less relevance in social
marketing than the preceding three types. Social marketing targets very often do not welcome
efforts to ameliorate their health and social circumstances, and if they are fundamentally

resistant to changing behaviour may see no benefits in the messages and support being
offered to them to facilitate this process. However, social marketers still need to think in
terms of consumers and the benefits they seek rather than products. For
These benefit segments formed the basis of a targeted strategy to encourage physical activity.
The same research also examined perceived and actual barriers to participation in exercise.
Again, it was possible to differentiate between segments whose lifestyle, health, health
beliefs, personal circumstances and awareness prevented their involvement in exercise, to
develop appropriate communication and support strategies for each segment. Given the type
of ‘negative demand’ social marketers often face, barrier segmentation is perhaps of
particular value to social marketers. It also suggests that social marketers should go one step
further and, despite the potential philosophical problems noted above, segment their markets
in terms of need. As well as bringing the standard segmentation benefits, this will ensure that
limited resources are used most efficiently. Need can be classified in a number of ways,
scholars suggests that three factors should be considered: problem incidence (rates of need or
problem per segment), problem severity (severity of need or problem per segment), and
‘population defencelessness’, ability per segment to cope with the problem or need .
Table 4.1 Major segmentation approaches
Characteristics Attributes Social marketing
Personal Age, Gender, Social + Health status
Demographic class, Ethnicity, Family
profile, Income,
Employment
Lifestyle, Personality + Health beliefs,
Psychographic motivation, locus of control
Geographical area, + Residence in disadvantaged
Geodemographic Neighbourhood type Area
Usage, Loyalty, + Health behaviour, Stage of

Behavioural Response, Attitudes Change
Benefits Benefits sought + Barriers

Chapter Five
Social Marketing Mixes (Product and Pricing)
Chapter Objectives
 Identify levels and components of social marketing products

 Discuss pricing in social marketing
 Identify the key managerial differences between conventional and social prices
 Identify and discuss promotional mixes used in social marketing
 Discuss the importance of channels in social marketing
5.0 The Social Marketing Mix

The marketing mix is the core framework of marketing management that has been adopted
across all areas of marketing practice. The mix represents those elements of marketing
management that are able to be controlled and manipulated by marketing managers to ensure
the maximum appeal of their campaign. The difficulty for social marketing is that it involves
intangible products, often supported by other institutions, which differ significantly from the
services or physical goods of commercial marketing. Consequently is not possible to simply
transfer the commercial marketing mix to the social sector without making conceptual
modifications to the strategies, and practical modifications to the tactics of the mix. The
following section will examine the elements of the social marketing mix.
5.1 Product
Product is the first element of the marketing mix. Unlike the popular conception of a product
as a physical “thing” product in the marketing sense is more broadly defined as being the
“bundle of benefits” that the marketer offers to the market for exchange. Products can,
therefore, be objects (physical good), services, or ideas that satisfies a need. Physical goods
are tangible bundles of attributes that can be offered to a market segment for attention,
acquisition, use, or consumption in order to satisfy a want or need. A service is a largely
intangible activity or benefit one party can offer to another to meet certain needs and wants.

Its production and delivery may or may not be tied to a physical product. An idea is a more
abstract bundle of attributes that satisfies certain needs and wants or solves problems.
In social marketing the term product refers to the "bundle of benefits" that form the basis of
the campaign, and which marketers are hoping that their target markets will adopt. It refers
to the desired behavior and all of the benefits, services, and tangible items that lead the target
audience to adopt the desired behaviour. It is also the tool the social marketers use to make
the behavior easier to adopt or more rewarding when compared to the competition .The
ultimate product of any social marketing campaign is a change in behaviour. However, in
order to achieve this change, a series of facilitating products are usually involved which can
include physical goods or services.
Example: The product is physical activity and all the benefits that children truly want: having
fun, being with friends, being cool, and trying new skills. Long-term health benefits are not
motivating to children at this time in their lives and therefore are not part of the product
Level of social marketing product
Kotler and Lee speak of three levels of a social marketing product. The "core product" or
innermost level is made up of the benefits of the desired behavior, the "actual product" is the
behavior itself, and the "augmented product" contains any objects or services created to
support behavior change.
Components of the Social Product
Social marketing product can consist of ideas, practices and in some cases, tangible objects,
or a combination of all three. The following diagram outlines the key elements of the total
social marketing product:

Ideas
The first step in a social change campaign is convincing the targeted individual that the
behavioural change being recommended is worth adopting. To do this, existing ideas about
the issue need to be addressed so that the person moves from being either having no fixed
attitude (apathy) or a negative attitude (active opposition) to the proposed change to being
persuaded that it is a good idea (positive support). Behavioural change is the ultimate bottom
line of any social marketing campaign. However attitudinal change is often a pre-requisite to
behavioural change. In the early stages of a social marketing program the emphasis may be
on the idea product even though the ultimate product is behaviour.
Ideas management is both a pre-condition and a product of social marketing. To effectively

manage ideas, however, it is necessary to understand and target the right element of the idea
product which itself is divided into three elements:
 Belief – a belief is what the target market believes to be true about an issue. Where beliefs
amongst the target market are inaccurate, it is not unusual to set the initial focus of the
campaign around an education campaign designed to modify beliefs as a pre-requisite for
behaviour change.
 Attitude – refers to what the target market feels towards an issue irrespective of what they
know to be true. Attitudes are therefore more emotionally based than beliefs
 Value – values are more deep seated than either beliefs or attitudes and refer to overall
ideas as to what is right and what is wrong. Consequently they are the hardest element of
the ideas product to change.
Practice
Behavioural change is the ultimate goal of any social marketing campaign and is therefore the
true product of the campaign. It consists of two types of practice:
 Act: which is a social product that requires a single act to achieve the social outcomes being
promoted, for example, presenting a child for immunisation.
 Behaviour: refers to ongoing and sustained changes to an individual’s activities, such as

modifying diet to include 5 servings of fruit and vegetables a day consistently over a
sustained time period. Behaviours are more difficult to 'sell' than acts in that they require
ongoing reinforcement and motivation as well as a change in lifestyle.

Tangible products
The primary product of any social marketing is never a physical product. However, to
achieve the behavioural outcomes of a campaign, physical goods are sometimes required as
facilitating products. For example sunscreen is one physical product which facilitates sun safe
practices. However, the central product of the campaign is the behaviour of minimising skin
damage through sun exposure where the sunscreen is one of many methods of achieving the
desire outcome.
5.2 Pricing in social marketing

Price is the second element of the marketing mix which requires significant modification on a
conceptual and practical level to fit into the social marketing framework. Many proponents of
social marketing campaigns take a narrow view of pricing as consisting of only financial
considerations and consequently believe that their products are free. For example, there are a
number of health screening services available to specific target markets which do not attract a
direct financial fee.
From the adopters perspective, however, price however consists of more than the financial
elements involved in the purchase and use of the product in social marketing. Broader
marketing theory defines price as "what a person gives up to use or own a product". Social
price is the sum of all the different costs that a person incurs to adopt a new behaviour. This
may include a financial element however the main focus is usually more related to
psychological and lifestyle issues
Psychic prices. the mental cost of having to change an attitude or behaviour. The more a
person is involved in the previous behaviour (eg cultural belief in the appropriateness of the
activity), the higher the psychic cost to change that attitude or behaviour.
Psychic price are closely tied to attitude and long-term beliefs that result from a multitude of
socio-cultural influences. A high level of involvement with an existing behavior affects the
perceived prices of the suggested behavior. Therefore the social marketer might be well
advised to approach targeted segments on one of the other nonmonetary prices. Another
approach might be to give individuals the opportunity to engage in a desired behavior so that
in time the social product will be better understood and the perceived prices psychic or
otherwise will become more tolerable. Opportunities to behave in a desired way have been
provided by legal mandate and the introduction of an economic advantage. For example, seat,
belt usage increased as states passed relevant laws. Legal action appeared necessary because
psychic prices related to freedom were apparently too high.
Time prices. The amount of time required to undertake a behavior. Time prices may be
decreased by considering the following key dimensions of time:
1. Performance time: How much time does it take to carry out a social behavior?
How much time does one think to carry out the proposed behavior (objectives and
subjective performance time)?
2. Flexibility/fixity: Can the social behavior be carried out at any time within the
existing time constraints and public’s preference, or must it be scheduled?
3. Frequency. How often must the social behavior be performed to be effective?
4. Regularity: How critical is regular performance of a social behavior to obtaining
the desired outcome?
5. Duration: Over what period of time must the behavior be maintained to produce
the desired outcome?
6. Disruption/simultaneity: To what extent will the proposed social behavior require
individual to rearrange their current preferred allocation of time? Could the
proposed behavior be done in conjunction with or at the same time as other
activities which are already part of that time allocation? To what extent is the new
behavior perceived as disruptive?
7. Monitoring time: How much effort must be expended to remember to carry out
the proposed social behavior?
Energy prices: the amount of effort required to undertake the behaviour. Energy prices can
be reduced if the public perceives the seriousness of the outcome of not adopting a proposed
behaviour. For example, the physical exertion required to exercise regularly is discouraging
to many. People must be made aware that the physical exertion required is minimal compared
with the positive outcomes of exercise such as a healthy heart and lower stress levels.
The role of social marketing with respect to price is to minimize perceived costs of the
positive behaviour (thereby decreasing the price) while increasing the perceived costs of not
changing.

The social marketplace is unlike the traditional marketplace in that the price mechanism fails
to efficiently allocate resources or produce a balance between the quantities demanded and
supplied.
These conceptual difficulties purportedly lead to practical problems for the social marketer
attempting to determine and manage the price variable. One method that might be used to
address such problems is the “public-social exchange perceived cost segmentation, “which
requires marketers to design marketing programs so as to reduce the perceived prices of
specific social exchange transactions for specific segments of the public.
Those developing social marketing programs must employ creativity and flexibility to meet
the special demands of price management, especially since price is usually intangible and the
marketer does not control price levels.
Although social marketing is concerned with each element in the marketing mix-product,
price, promotion, and distribution-marketers have focused largely on promotion. It is easier to
see how promotion functions in social changes effort, than to specify how to apply pricing
theory to social marketing.
Lifestyle
Modification of one's lifestyle is a price paid in many forms of exchange, as in adopting the
idea of marriage, for one example. While some may thrive on diversity and change, most
individuals look upon the prospect of disruption of the status quo with at least some
trepidation and this is true whether the anticipated change is for the better or for the worse.
The social price of advancement to a better job could be the diminution or elimination of
comradelier with former colleagues. The prospect of having to make new friends is an
awesome assignment for some people.
The iron plough has sometimes been resisted as an assault upon the land. In villages of the
United Provinces of India, it threatens established human relationships. A man inherits a
relationship to a carpenter family whose task it is to make and repair the plough. This family
is always invited to the farmer's feasts and the women are given saris. The relationship, the
"pay," the gifts continue whether ploughs are made or not ... Perhaps the farmer can be
taught to repair his own plough, but it would mean personal reorientation as well as a
change in the valued relationship structure.

One reason for the recent increase in single parent homes is that many are unwilling to pay
the price of lifestyle change in exchange for marriage. As Levy and Zaltman (1975; 42)
expressed it, "A common complaint is that married men dislike paying the price of saying 'I
love you,' and in consequence, many marital deals fall through".
Problems in determining value within social markets
Marketers bring a fragmented approach to the pricing of social products, in part because the
tools and techniques they use, which are effective in a competitive marketplace, do not fit the
requirements of social marketing. Prices have an allocate function in economic(capital,
resource, and product/service) markets. Quantities supplied and demanded are functions of
price, with markets clearing at some equilibrium price level. This suggests that the going
market price is an objective measure of the value consumers place on a particular commodity.
The question is, does some type of marketplace exist for social goods, and to what extent is
the value of these goods determined objectively by a price mechanism
It is sometimes difficult to find in social marketplace such phenomena as consumer needs and
wants, a profit motive, an efficient price mechanism, forces of competition (supply), and a set
of utility-maximizing consumers (demand).
Consumer needs and wants. Perhaps the most basic principle of marketing is that an
organization must recognize the importance of concentrating all of its effort on creating value
for users. Value, in this case, is perceived in the minds of customers. The desire to identify
and satisfy customer needs is the driving force that leads an organization to develop a
coordinated set of product, price, promotion, and distribution programs.
Those who market social products attempt to convince people that they have certain needs
they not acknowledge, and should engage in behaviors they currently resist. Social marketers
are, in general, more concerned with long-term societal welfare than with satisfying a
particular customer at a given point in time.
Profit motives. Economic markets are predicted on the concept of “enlightened self-
interest.” The efficiency of such markets is a function of the sellers’ ability to maximize
profits and the buyers’ ability to maximize utility per dollar spent. But the social marketer has
little desire to promote self-interest. There is no profit motive in social markets, other than a
qualitative sense of social well-being. In contrast, profitability plays a central role in
economics markets, both as an incentive for competitors to enter the market and as a means

of monitoring or controlling performance. In the absence of a profit motives the programs of

the social marketer are subject to less competition from those holding alternatives viewpoints.
At the same time the social marketer has no definitive measure of the quality of marketing
performance.
Efficient price mechanism. Even where there is some competition among viewpoints- for
example, concerning whether people should drives below fifty-five miles per hour, there is no
price mechanism that assigns values to social concepts and efficiently allocates them.
Supply and demand. The concept of social price does not involve a supply and
corresponding of ideas and therefore is considered a weak criterion of the value of an idea.
Supply could be equated with the commitment of resources to programs directed at
accomplishing a particular category of social change. Perceived in this manner supply is not
positively related to the price (economic and social) of social change for the target audience.
If anything supply should be a function of the perceived long-term costs to society of
forgoing the social changes that is, of not getting people to give up smoking to vote or to stop
littering.
Demand is equivalent to the willingness and ability of members of the target audience to
engage in attitudinal and/or behavioural change at various price levels. It is not apparent,
however, whether the actual tendency among members of the target audience to embrace
such change is primarily a function of the perceived price. Also unclear is whether the
demand function is inversely related to this price as is true with conventional products.
These difficulties have important implication for social marketers, who must discard their
traditional assumptions regarding the existence of a free market for ideas and concepts. What,
then, is the role of price and the nature of management in social marketing programs?
The management of social prices
The key managerial differences between conventional and social prices are summarized in
table in table 1.
Table 1 comparing price in traditional markets and social markets
Pricing in traditional markets Pricing in social markets.

1. Price directly benefits the seller. 1.Price benefit society at large
2. Marketer controls price. 2 .marketer may have a minor influence

3. Marketer attempts to maximize price 3 marketer often attempts to minimize social price
(i.e., perceived costs) to the target audience.
4. Price is primarily monetary. 4.price is primarily nonmonetary
5. Price is quantified. 5.price is qualified (perceived)
6. User typically pays price at time of 6.price is incurred over time (cumulative)
purchase
7. Standard list prices are generally 7.price is different for every customer
used, with some variation by market
segment.
8. Higher prices generally discourage 8.higer prices generally discourages social change
consumption.
9. Price is used to reflect quality. 9.prices reflect the incompatibility of the social
concept with currently held norms and values.
10. Price is strongly affected by 10. competition is limited but increases in
competitor actions competition are likely to drive up the perceived
cost of a particular social change.
Costs and benefits. Pricing strategists generally focus on the monetary costs incurred by the
consumer and give little attention to the nonmonetary costs inherent in every exchange.
Monetary payments are indeed much easier to operationalized in commercial setting than in
social settings. Similarly available pricing theories concentrate on monetary payments.
Social marketers are not primarily concerned with determining acceptable monetary prices, or
with maximizing monetary gain. Their task is to reduce the nonmonetary, psychic, energy,
and time costs incurred by consumers when engaging in the desired social behavior (bloom
and novelli 1981). However, they are constrained by a lack of information on these prices.
Although monetary prices are certainly inherent in the desired social behavior (transportation
costs, forgone income, etc.), these are minimal compared with perceived nonmonetary prices.
Some consumer may view nonmonetary issues as benefits rather than sacrifices. For example
giving blood, exercising, or voting may initially be resisted because of high perceived social
prices, but in time these may be seen as utility generating benefits. This is unlikely to occur
with monetary prices. Further the perceived cost of social change activities is likely to vary
among target markets.

In traditional markets, price represents revenues to the seller. Marketers attempt to maximize
price subject to the constraint of demand elasticity. They are able to do so because they
usually have direct control over prices charged to customers.
Unlike conventional goods, social exchanges have benefits that take time to accrue to society
at large. For example an individual will readily understand the personal utility received from
purchasing gasoline at one dollar per gallon-it will allow that individual to travel to specified
destination at will. The same individual when asked to carpool two days a week, will seelittle
direct personal benefit in helping to reduce atmospheric pollution because the result of having
fewer people drive automobiles are only evident overt long run.
Control and variability. Social marketers have little control over nonmonetary prices,
except to influence how high or palatable social prices are perceived to be and the social
marketer’s goal is usually to minimize rather than maximize the social price. In contrast the
marketer who manages traditional prices frequently establishes standard list prices, and may
alter the price charged to particular segments of the market through discounts, rebates, and
special deals. Also, the price will vary to reflect competition. Competitive pressures often
lead to price reductions. At the same time higher prices will be used to reflect product or
service quality.
In the social marketing area a standard price rarely exists. Instead it varies from segments and
from situation to situation. Furthermore the pressures of competition are not as significant.
For instance there are no program encouraging people not to vote to start forest fires, or to
drink and drive. However, where competition is present it may serve to raise the perceived
price of social change. The more that people are encouraged through advertising to smoke or
through movies to be promiscuous, the greater may be perceived price of not smoking or of
practicing safe sex.
In the last analysis, social marketers have fewer opportunities than their commercial
counterparts to use pricing as it is defined in available price theories. As a result, they must
concentrate on developing innovative pricing strategies that manage price as nonmonetary
sacrifices or benefits-to the individual as well as society. It is a process that begins with the
delineation of the various segments of the public the social marketer must interact with.

Primary and multiple segments
Types of consumers. To understand how consumers view the nonmonetary component of

social price one must identify these perceptions across the social groups affected. Each group
may be considered a particular type of public, in other words, “a distinct group of people,
organization, or both whose actual or potential needs must in some sense be served”. A
public can be categorized as an input, internal, intermediary, or consuming groups. An input
public generates resource that are converted by intermediary groups to delineated consuming
groups. An input public includes donors, suppliers, and regulatory groups; an internal public
comprises management, board members, staff, and volunteers; an intermediary public
includes merchants, agents,facilitators, and marketing firms. A consuming public consists of
clients, the local public, activist public, and media public.
Social price varies for each type of public. The appropriate social price will be a function of
the applicable costs incurred and benefits received by each public at the personal or social
level. Targeting the appropriate public and delineating social price for ach is difficult,
because the exchange process that occurs in social marketing frequently involves multiple
parties. Consider the following example.
The antismoking campaign has sparked a social revolution in America (Business week 1987).
Many segments of the general public have a stake in the campaign, but each may have a
different view of the social price “paid” in “buying” the idea. The input public includes
donors who gives dollars to the American cancer society to help disseminate information
about the effects of continued smoking. These donors could be private citizens or
representatives of corporations who might view their social price as a monetary cost; for
example, as a dollar contribution just as much as nonmonetary benefit, helping to educate
others about the effects of smoking. Regulatory agencies are also input groups that pay a
social price in having to account to political constituencies for supporting legislation
prohibiting smoking.
The American cancer society may rely on its volunteers as an internal public to attract more
resources, educate groups about the effects of smoking and help in mass mailings. These
volunteers pay a social price in the form of a nonmonetary sacrifice or benefit, such as
nonpaid time or altruism.

An intermediary public consisting of marketing firms for example, might join the American
cancer society in disseminating information by developing public service announcements
(PSAs), often donating these service for the cause. The social price could be monetary, such
as the loss of revenue from cigarette manufacturers who decide to take their business
elsewhere, or it might be nonmonetary such as the time and energy spent on the activity.
Finally, the consuming public (i.e., the clients) constitute the primary public of the
organization. The American cancer society would like to see a smoke-free society in which
smokers pay a social price for example giving up the smoking habit in exchange for
improved health.
Primary versus secondary public: In social marketing the largest hurdles are usually
associated with the primary public the group that the organization is trying to convince to
change its behaviour, because the social price is deemed high. Social change evolves more
rapidly when the public considers the social price to be low, or sees the price as a benefit
rather than a sacrifice.
It is critical for marketers to identify the costs and benefits inherent in the social product
through research as this will enable them to better explain why the social price is “affordable”
to the primary and secondary public. It is also important to communicate the social price in
terms appropriate to each of the primary and secondary public segments, instead of
blanketing the entire public with one social price message. There is little point in appealing to
markets with different perceptions in the same way. Target markets with the greatest need for
a particular social change are often most negatively disposed toward the change. Limited
resources make it all the more necessary for the social marketer to identify the social groups
being affected and their respective attitudes toward the social change effort. For that reason
social price management can benefit greatly from innovative uses of market segmentation.

Chapter Six
Social Marketing Mix (Promotion and Place)
6.1 Promotion
Promotion is only one element of an integrated marketing strategy despite being the most
visible element of the marketing mix. Promotion refers to any communication that occurs
between the originator of the program and the public. Communications can be conducted
either on a mass scale, reaching a large audience with a single message or on a personal, one
to one basis.
For a campaign to be considered social marketing, rather than social advertising, the program
needs to adopt the client centred focus of marketing along with the full marketing mix, and
other strategic marketing tools. For example, a health promotion program with extensive
advertising and other communications is not necessarily a social marketing program, unless it
addresses the other areas of the marketing mix and adopts the client focussed marketing
philosophy, as opposed to an expert driven, top down approach “telling” the market what it
“should” do.
To be successful, a social marketing campaign has to reach people with a message that will
help them decide to change their behavior. If the message isn't understandable, if it doesn't
reach its audience, if it scares or offends them too much, if it doesn't seem to apply to them,
or if it simply doesn't register at all, they won't respond.
What is effective social marketing promotion?

Communication is the process of transmitting ideas and information about your initiative
throughout the community. Effective social marketing communication does that in such a
way that people are aware of the message, understand it clearly, and respond to it positively.
social marketing communication has its specific attributes, it is still subject as well to some
general rules for communication:
Communication is a two-way street. You have to be sure that what your audience
understands is the message that you meant to send. There are several issues that can provide
difficulties here.

 Language. Is the message in a language that people can understand? Effective

communication may require putting your message in a language of your target
audiences
 Non-verbal communication. Your body language, tone and pitch of voice, and
clothing - or those of actors or spokespersons - all send powerful messages of their
own about whom you intend to reach. If you're using images -- in photographs, video,
or film -- will your audience immediately recognize and identify them? The
setting, ;the type of music, and the choice of actors or spokespersons are also
important.
 Culture. Different cultures communicate in different ways, so you have to understand
the culture of your target audience to communicate effectively. Looking toward and
away from people have different meanings in different cultures, for instance. It's
important to be culturally sensitive in order both to be understood and not to offend.
Communication has to be accessible. No matter how creative and potentially effective your
message is, it can't do much good if your audience isn't exposed to it. You have to put it
where they can't miss it, which means using the channels they're most likely to pay attention
to.
Communication has to be noticeable. Even after the message is placed in the right
channels, it has to have some characteristics that will help it to break through the barrage of
messages that bombards everyone every day. People not only have to be exposed to it, but
they have to pay attention to it for it to have any effect.
Promotional mix elements

Just as there is a marketing mix, there is also a promotional mix which includes the following
elements:
 Advertising
 Publicity
 Personal selling
 Sales promotion
 Internet
 Direct mail
 Points of sale

Advertising
Advertising is the best known of the marketing communications methods. It is characterised
by its ability to reach large numbers of people with a single message, either through
electronic or print media. Advertising is apaid form of non personal communication about an
organization or its products that is transmitted to a target audience through a mass/broadcast
medium. It is a paid form of communication, giving the marketer total control over the
message and placement of the advertisement. By virtue of being a paid statement, it has less
credibility in the market place and also has the disadvantage of incurring significant up front
costs. Despite these financial costs, advertising is generally the most cost effective method on
a per person reached basis and is therefore very suitable for whole of population campaign
Publicity
Publicity defined as a single message, mass method of communication. Unlike advertising,
however, it is not paid for by the marketer. This can and does reduces control over both the
content and placement of the message. The trade off between publicity and the control of
advertising is that publicity is considered a more credible form of communication as it is
distributed through a third party, usually the media.
Personal selling
Personal selling is a one on few communication methods whereby a marketer or sales person
directly speaks with target market members. Personal selling has the advantage of being a
two way communication process which allows the marketer to modify the message to suit the
audience and to field questions on the spot if something is not clear.
Personal selling is more expensive on a per person reached basis however, when using
volunteers and partners for personal selling, it can be an effective way of spreading social
messages. It is used, for example, in presentations to schools and community groups and is
particularly suited to complex messages which require detailed explanations or
demonstrations.
Web based promotion
The internet provides marketers with a unique ability to simultaneously engage in the mass
communication of a single message with the option of creating a unique personal interaction.
Each visitor to a website will read different levels of information according to their needs,
thereby customising the message and, if necessary, make personal contact via email for
further information not otherwise available.

Direct Marketing,
Where an issue has a clearly defined target market which is known and relatively easy to
access, direct marketing whether by email or traditional mail, is an effective way of getting
information to potential adopters. Direct marketing is usually accompanied by some form of
print material such as pamphlets or brochures which add to persuasive or reminder messages.
Point of 'Sale'
Doctors’ surgeries, sports clubs and other venues where social marketing campaigns are
implemented provide a common meeting ground for the distribution of "point of sale"
materials. Again the most common materials distributed this way are brochures, posters and
information booklets.
SALES PROMOTION
Sales promotion describes promotional methods using special short-term techniques to

persuade members of a target market to respond or undertake certain activity.
Major Sales Promotion Tools
 Samples are offers of a trial amount of a product. Sampling is the most effective—but
most expensive— way to introduce a new product.
• Some samples are free; for others, the company charges a small amount to offset its
cost.
• Coupons are certificates that give buyers a saving when they purchase specified
products
• Advertising specialties are useful articles imprinted with an advertiser's name given
as gifts to consumers. Typical items include pens, calendars, key rings, matches,
shopping bags, T-shirts, caps, etc
How to approach common barriers to effective social marketing communication

There are a number of reasons why messages can go astray or not be heard. It's important to
be aware of these before you create a communications strategy and individual messages, so
that you can plan for getting around them.
Ignorance. If people in the target audience have no awareness of the issue, it may be hard to
get their attention. To counter this potential problem, you can focus both on making sure the

target audience gets information about the issue and on seeing to it that they are aware of
your message.
 Work up to awareness. You don't have to beat people over the head with the issue for
them to become aware of it.
 Place your message carefully. Using channels where people will see the message
repeatedly and without effort or making sure your message is everywhere in the local
area, will make the audience aware at least that the issue exists.
 Enlist trusted informants first. Doctors, pharmacists, therapists, and teachers are all in
positions where they can pass on information. train members of the target audience to
spread the word.
Selective inattention. All of us are bombarded with thousands of messages every day.
Commercial and social marketers, the government, individual merchants, institutions, and
performing arts organizations, all vie for our attention. As a matter of pure survival, we learn
to screen out anything that isn't directly or immediately relevant. if your target audience is ill-
informed about your issue, they are likely to screen out your message. It is, after all, only one
of many telling them that a behavior change will, in some way improve their lives. How can
you convince them to notice and listen to your message amidst all the others to which they're
subjected?
There is no one answer to this question, but using channels, design, and spokespersons, - can
help to bring your message to people's consciousness.
 Channels. Obviously, you need to get your audience's attention. Put your message
where they can't miss it. postings everywhere in target areas, looking for places where
there aren't a lot of competing messages. In addition, speaking at community events
and on local radio or cable TV talk shows can also help you highlight your message
and set it apart.
 Design. Besides the obvious - bright colors, catchy music - the design elements that
might be most important here are those which will convince your audience that the
message is one that's relevant specifically to them. The use of images that mirror the
target population, for instance, and of situations that reflect those in their own lives,
might help to catch their attention. A message in their native language, if they belong

to a language minority, or one that approaches the issue through concerns prominent
in their culture might also serve to draw them in.
 Spokespersons. Just as the images in the ad should mirror the target audience and their
experiences, the spokespersons you choose should do the same. They should either be
people who are part of, or could be part of, the audience itself, or celebrities who
come out of the same experience as the target audience.
Principles. Often, social marketing campaigns concern issues that people see through the
filter of moral, religious, or cultural values. This is a particularly difficult barrier to
overcome. There are really only two approaches that you can take:
 Show the target population that they've misunderstood the principle involved. In some
cases, people may simply misinterpret the meaning of the principle they're following.
In that situation, it may be relatively easy to present the right interpretation, perhaps
through a trusted informant. Once the misunderstanding has been cleared up, the
problem is solved.
 Convince the target population that, even though they've understood the principle
correctly, another, more important, principle takes precedence in this case. This may
mean either that the second principle is more important within the same tradition or
that you need to elevate the standing of a principle that the audience doesn't currently
consider as important as the one that presents a barrier.
STEPS TO DEVELOP FOR EFFECTIVE COMMUNICATION (MESSAGES)
1. Set up outcome-linked, measurable objectives for your communication

strategy. What exactly does your message aim to accomplish? Increased
awareness? Actual behavior change? Maintenance of a particular behavior? A
certain amount more or less of a particular behavior?You need to set your objective
in terms that can be measured in some way. By setting measurable objectives,
you'll be able to gauge whether your message is having an effect.

2. Develop messages that emerge from the target audience- This step is about
listening to the target audience. The message should be one that the target
audience has already indicated it will listen to. From focus groups, interviews, and
other market research, you can find out and act on what members of the target
audience think will get their attention.
3. Select appropriate channels.
4. Develop different communications for different segments. Use market research to

create a specific message for each segment of the target audience.
5. Pretest every message. Once you've developed messages, go back to the target
population - in the form of focus groups and interviews, or even informally - and get
their feedback. If the messages aren't effective, change them in the ways the
feedback tells you to. Don't be tied to something you think is great if the target
audience doesn't respond to it.
6. Integrate your communications program internally. Make sure that each

communication sends the same message: don't confuse people with a barrage of
issues, or with messages that might be seen as contradictory.
7. Integrate your communications program with everything else in the marketing

mix. Personal presentations, ads, news stories, lobbying, and anything else that you
do should carry the same message. Again, don't confuse people: be clear and
consistent.
8. Evaluate outcomes by your original criteria. How effective did your

communication seem to be?
6.2. PLACE
Social marketing efforts make it easier to change behavior by making sure the necessary
supports are not only available, but also easily accessible to the most people possible. The
less people need to go out of their way to make a change, the more likely they are to make it
Place: Where the audience is located or gathers, performs the desired behavior, accesses. It
refers to the channels by which behaviour change is promoted, and the places in which the
change is supported and encouraged. It is Channels and locations for distributing the product

and related information and support services. Planners must identify places that offer
maximum reach and greatest audience receptivity.
The primary function of the Place is to ensure easy access to products and services. In
commercial marketing, it refers to the place where products and services will be available, the
times they will be accessible and the people who will be providing the product at those places
and times. In modern marketing, the sales force is often a recorded message, but the quality
of that message can be critical to the success of the marketing function.
For example, health literacy studies have suggested that physician patient communication is
critical to successful compliance of patients. Thus, the physician becomes the “place” where
social marketing efforts take place - during patient/physician consultations. In education and
regulation problems, which are often addressed with promotion and advocacy marketing,
place refers to when and where the communication activities will be experienced by the
consumer. The following list includes the range of potential distribution channels, with
examples related to social marketing:
•Physical location.A community clinic for a malaria screening
•Phone.A domestic violence hotline
•Fax.A physician faxes a patient request for a call to a tobacco quit line
•Mail.An immunization schedule on a wallet-sized card
•Mobile units.To deliver high-yield seeds and fertilizers
•Home delivery/house calls.To observe patients taking tuberculosis drugs
•Where customers shop, dine, and hang out.HIV tests at gay bathhouses
•Kiosks/vending machines. Condoms available in vending machines at bars
Your objective with this place tool is to make it as convenient and pleasant as possible for
your market to engage in the targeted behaviour and access any products and services.
Walking for an hour one way to get a mosquito net, or waiting two weeks for the results of an
HIV/AIDS test. Your keys to success will include providing a location that is as close as
possible and the hours as long as warranted, making the location appealing, overcoming
psychological barriers (such as by offering a mobile unit for a needle-exchange program
versus needing to go to a health clinic), looking for opportunities to be where your target
audience hangs out, and working with existing distribution channels
When tangible objects are included in your campaign or program, a network of intermediaries
may be needed to reach your market. As it would seem, the distributors, when involved,
provide products to a wholesaler or retailer; the wholesaler interfaces with the retailer; and
the retailer interfaces with the customer.

Channel level
We will use the number of intermediary levels to designate the length of a channel.
There are four channels
1. zero– level channel(direct marketing channel)
2. one level channel
3. two level channel
4. three level channel
1. zero– level channel –consists of a manufacturer selling directly to the final customer.
Example door- to-door sales, home parties, mail order
2. One level channel; contains one selling intermediary, such as retailer.
3. Two- level channel; contains two intermediaries.
4. Three – level channel: contains three intermediaries
M -----A-----W----R------C

CHAPTER SEVEN
SOCIAL MARKETING PLANNING PROCESS
Chapter objectives
 Identify and discuss the steps in developing social marketing plan
7.0 Introduction
To set the stage for developing a tactical social marketing plan, we begin with a description
of the traditional marketing planning process, the evolution of the marketing concept, and a
few of the most recent shifts in marketing management philosophy. In theory, there is a
logical process to follow when developing a marketing plan—whether for a commercial
enterprise, nonprofit organization, or public sector agency. You begin by clarifying the
purpose and focus of your plan; you move on to analyzing the current situation and
environment, identifying target audiences, establishing marketing objectives and goals,
conducting research to deepen your understanding of your target audiences, determining a
desired positioning for the offer, and designing a strategic marketing mix (4Ps); and then you
develop evaluation, budget, and implementation plans. Some conceptualize the process more
easily with these broader headings: Why are you doing this? Where are you today? Where do
you want to go? How are you going to get there? How will you keep on track?
7.1 Steps in developing a Social marketing plan
This chapter outlines the 10 distinct and important steps to developing a strategic social
marketing plan. They are described briefly in this chapter and provide more detailed
information on each step.
Note: This is an iterative, nonlinear process, with numerous feedback loops (e.g., barriers to a
behavior may be determined to be so significant that a new behavior is chosen). Marketing

research will be needed to develop most steps, especially exploratory research for Steps 1 and
2, formative research for Steps 3 through 6, and pretesting for finalizing Step.
Although this outline for the most part mirrors marketing plans developed by product
managers in for-profit organizations, three aspects of the model stand out:
1. Target audiences are selected before objectives and goals are established. In social
marketing, our objective is to influence the behavior of a target audience, making it
important to identify the target (e.g., seniors) before determining the specific behavior the
plan will promote (e.g., joining a walking group).
2. The competition isn’t identified in the situation analysis. Because we haven’t yet decided
the specific behavior that will be encouraged, we wait until Step 4, when we conduct
audience research related to the desired behavior.
3. Goals are the quantifiable measures of the plan (e.g., number of seniors you want to join a
walking group) versus the broader purpose of the plan. In this model, the plan’s purpose
statement (e.g., increase physical activity among seniors) is included in Step 1. Certainly,
labels for any part of the plan can and probably should be changed to fit the organization’s
culture and existing planning models. The important thing is that each step be taken and
developed sequentially.
Steps in the plan are:
Step 1: Describe the Background, Purpose, and Focus

Begin by noting the social issue the project will be addressing (e.g., carbon emissions) and
then summarize factors that have led to the development of the plan. What’s the problem?
What happened? The problem statement may include epidemiological, scientific, or other
research data related to a public health crisis (e.g., increases in obesity), a safety concern
(e.g., increases in cell phone use while driving), an environmental threat (e.g., inadequate
water supply), or need for community involvement (e.g., need for more blood donations). The
problem may have been precipitated by an unusual event such as a tsunami or may simply be
fulfilling an organization’s mandate or mission (e.g., to promote sustainable seafood).

Next, develop a purpose statement that clarifies the benefit of a successful campaign (e.g.,
improved water quality). Then, from the vast number of factors that might contribute to this
purpose, select one focus (e.g., reducing the use of pesticides).
Step 2: Conduct a Situation Analysis
Now, relative to the purpose and focus of the plan, conduct a quick audit of factors and forces
in the internal and external environments that are anticipated to have some impact on or
relevance in subsequent planning decisions. Often referred to as a SWOT (strengths,
weaknesses, opportunities, and threats) analysis, this audit recognizes organizational
strengths to maximize and weaknesses to minimize, including factors such as available
resources, expertise, management support, current alliances and partners, delivery system
capabilities, the agency’s reputation, and priority of issues. Then make a similar list of
environmental forces in the marketplace that represent either opportunities your plan should
take advantage of or threats it should prepare for. These forces are typically not within the
marketer’s control but must be taken into account. Major categories include cultural,
technological, natural, demographic, economic, political, and legal forces.
Environmental opportunities to take advantage of included the fact that litterers were not
always aware of the significant fines for littering (as indicated by formative research), the
strong environmental ethic of many citizens, and many businesses that were “part of the
problem” but also potential campaign sponsors (e.g., fast-food establishments, beverage
companies, mini-marts). Threats to prepare for included the argument that litter was not a
priority issue and that litterers were not motivated by environmental concerns.
Step 3: Select Target Audiences
In this the third step of the plan. Provide a rich description of your target audience using
characteristics such as stage of change (readiness to buy), demographics, geographics, related
behaviors, psychographics, social networks, community assets, and size of the market. A
marketing plan ideally focuses on a primary target audience, although additional secondary
markets (e.g., strategic partners, target audience opinion leaders) are often identified and
strategies included to influence them as well. Arriving at this decision is a three-step process
that involves first segmenting the market (population) into similar groups, then evaluating

segments based on a set of criteria, and finally choosing one or more as the focal point for
positioning and marketing mix strategies.
Step 4: Set Behaviour Objectives and Goals
Social marketing plans always include a behaviour objective—something we want to influ-

ence the target audience to do. It may be something we want our target audience to accept
(e.g., start composting food waste), reject (e.g., purchasing a gas blower), modify (e.g., water
deeply and less frequently), or abandon (e.g., using fertilizers with harmful herbicides).
Knowledge objectives include information or facts we want the market to be aware of (e.g.,
motor oil poured down the street drain goes directly to the lake)—including information that
might make them more willing to perform the desired behaviour (e.g., where they can
properly dispose of motor oil). Belief objectives relate more to feelings and attitudes. Home
gardeners may know the pesticide they are using is harmful, and even that it works its way
into rivers and streams, but they may believe that using it once or twice a year won’t make
“that much difference.”
This is also the point in the marketing plan where we establish quantifiable measures (goals)
relative to our objectives. Ideally, goals are established for behaviour objectives, as well as
any knowledge and belief objectives—ones that are specific, measurable, attainable, relevant,
and time sensitive (SMART). You should recognize that what you determine here will guide
your subsequent decisions regarding marketing mix strategies. It will also have significant
implications for your budgets and will provide clear direction for evaluation measures later in
the planning process.
Step 5: Identify Target Audience Barriers, Benefits, the Competition, and Influential
Others
At this point you know who you want to influence and what you want them to do. You
(theoretically) even know how many, or what percentage, of your target audience you are
hoping to persuade. Before rushing to develop a positioning and marketing mix for this
audience, however, take the time, effort, and resources to understand what your target
audience is currently doing or prefers to do (the competition) and what real and/or perceived

barriers they have to this desired behaviour and what would motivate them to “buy” it. In
other words, what do they think of your idea? What are some of the reasons they are not
currently doing this or don’t want to? What do they come up with when asked what it would
take for them to do it? Do they think any of your potential strategies would work for them?
Their answers should be treated like gold and considered a gift.
Step 6: Develop a Positioning Statement
In brief, a positioning statement describes how you want your target audience to see the
behavior you want them to buy, relative to competing behaviours. Branding is one strategy to
help secure this desired position. Both the positioning statement and brand identity are
inspired by your description of your target audience and its list of competitors, barriers, and
motivators to action. The positioning statement will also guide the development of a strategic
marketing mix. This theory was first popularized in the 1980s by advertising executives Al
who contended that positioning starts with a product, but not what you do to a product:
“Positioning is what you do to the mind of the prospect. That is, you position the product in
the mind of the prospect.” We would add, “Where you want it to be.”
Step 7: Develop a Strategic Marketing Mix (4Ps)
This section of the plan describes your product, price, place, and promotional strategies. It is
the blend of these elements that constitutes your marketing mix, Be sure to develop the
marketing mix in the sequence that follows, beginning with the product and ending with a
promotional strategy.
Product
Describe core, actual, and augmented product levels. The core product consists of benefits
the target audience values that they believe they will experience as a result of acting and that
you will highlight. Your list of motivators and positioning statement is a great resource for
developing this component of the product platform. The actual product describes actual
features of the desired behaviour (e.g., how a pickup load should be secured) and any tangible
goods and services that will support the desired behaviour. The augmented product refers to
any additional tangible objects and/or services that you will include in your offer or that will
be promoted to the target audience (e.g., guaranteed anonymity when reporting litterers).

Price
Mention here any program-related monetary costs (fees) the target audience will pay (e.g.,
cost of a gun lockbox) and, if offered, any monetary incentives such as discount coupons or
rebates that you will make available. Also note any monetary disincentives that will be
emphasized (e.g., fines for not buckling up), nonmonetary incentives such as public
recognition (e.g., plaques for backyard sanctuaries), and nonmonetary disincentives such as
negative public visibility (e.g., publication of names of elected officials owing back taxes).
Arriving at these strategies begins with identifying major costs the target audience associates
with adopting the behaviour—both monetary (e.g., paying for a commercial car wash versus
doing it at home) and nonmonetary (e.g., the time it takes to drive to the car wash).
Place
In social marketing, place is primarily where and when the target audience will perform the
desired behavior and/or acquire any campaign-related tangible goods (e.g., rain barrels
offered by a city utility) or receive any services (e.g., tobacco quitline hours and days of the
week) associated with the campaign. Place is often referred to as your delivery system or
distribution channel, and you will include here any strategies related to managing these
channels. Distribution channels are distinct from communication channels, through which
promotional messages are delivered (e.g., billboards, outreach workers, Web sites).
Promotion
In this section, describe persuasive communication strategies, covering decisions related to

key messages (what you want to communicate), messengers (any spokespersons, sponsors,
partners, actors, or influential others you use to deliver messages), and communication
channels (where promotional messages will appear). Include decisions regarding slogans and
taglines as well. Information and decisions to this point will guide your development of the
promotional plan—one that will ensure your target audiences know about the offer (product,
price, place), believe they will experience the benefits you promise, and are inspired to act.
Step 8: Develop a Plan for Monitoring and Evaluation
Your evaluation plan outlines what measures will be used to evaluate the success of your
effort and how and when these measurements will be taken. It is derived after first clarifying
the purpose and audience for the evaluation and referring back to goals that have been

established for the campaign—the desired levels of changes in behavior, knowledge, and
beliefs established in Step 4. This plan is developed before devising a budget plan, ensuring
that funds for this activity are included. Measures typically fall into one of three categories:
output measures (campaign activities), outcome measures (target audience responses and
changes in knowledge, beliefs, and behaviour), and impact measures (contributions to the
effort’s purpose, e.g., improved water quality).
Step 9: Establish Budgets and Find Funding Sources
On the basis of draft product benefits and features, price incentives, distribution channels,
proposed promotions, and the evaluation plan, summarize funding requirements and compare
them with available and potential funding sources. Outcomes at this step may necessitate
revisions of strategies, the audience targeted, and goals, or the need to secure additional
funding sources. Only a final budget is presented in this section, delineating secured funding
sources and reflecting any contributions from partners.
Step 10: Complete an Implementation Plan
The plan is wrapped up with a document that specifies who will do what, when, and for how
much. It transforms the marketing strategies into specific actions. Some consider this section
“the real marketing plan,” as it provides a clear picture of marketing activities (outputs),
responsibilities, time frames, and budgets. Some even use this as a stand-alone piece they can
then share with important internal groups. Typically, detailed activities are provided for the
first year of a campaign along with broader references for subsequent years.

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1

CHAPTER ONE: UNDERSTANDING SOCIAL MARKETING

 After completing this chapter students will be able to:

• Familiar with what social marketing is all about?

• Identify basic elements of social marketing

• Identify basic differences between social and commercial marketing

• Identify Social marketing applicable area

1.0. History of social marketing

1.1. Definition of Social Marketing

Different people including Health promoters perceive social marketing as a predominantly

Social marketing is an approach used to develop activities aimed at changing or maintaining

Social Marketing more specifically, is the systematic application of interactive marketing

As indicated in the above definitions social marketing is:

 It is sub discipline of marketing-distinct discipline within the field of marketing.

 It relies on the principles and techniques developed by commercial marketing,

1.2. Social marketing elements

The purpose of social marketing is to develop constructive approaches to support desired

Figure 1.1. Marketing is About an Exchange

6. The Marketing mix (4 P’s)

 The idea can then be a belief, an attitude or a value.

 Channel for information include:

 Where service is provided

 Where information is received

 Where tangible product is purchased

 Promotion involves persuasion to influence attitudes or/and behavior

1.3. Commercial Marketing Vs Social Marketing

WHAT SOCIAL MARKETING IS NOT

and vegetable intake, high cholesterol, breastfeeding, cancers, birth defects,

CHAPTER TWO SOCIAL MARKETING ENVIRONMENT

By the end of this chapter students will be able to:

 Identify macro environmental forces

2.1. Conducting situation analysis

Social marketing -improves people’s lives Page 16

2.1. The Microenvironment: Internal Factors

Figure2.1. Factors and Forces Influencing Target Market and Efforts

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Service Delivery Capabilities: Does the organization have distribution channels

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2.2. The Macro environment: External Forces

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The technological advancements which currently impact most significantly on social

Social marketing -improves people’s lives Page 20

Demographic Forces: Trends and changes in population characteristics, including age,

Social marketing -improves people’s lives Page 21

• People begin smoking at an early age, especially in tobacco-planting areas.

• Parents and teachers smoke in front of children.

• Cigarette companies are still allowed to advertise their brands.

Social marketing -improves people’s lives Page 22

CHAPTER THREE: SOCIAL MARKETING THEORIES

By the end of this chapter students will able to:

Social marketing -improves people’s lives Page 23

Social marketing -improves people’s lives Page 24

Stage Three: Preparation/Determination(Getting ready to change)

In the preparation/determination stage, people have made a commitment to make a change.

Social marketing -improves people’s lives Page 25

Stage Four: Action/Willpower(Changing behavior))

Stage Five: Maintenance((Maintaining the behavior change))

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The Theory of Reasoned Action

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