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CHAPTER
4: MARKETING AND OUTREACH
This initiative
has created a vision for a new way of thinking about and addressing poverty and
building societal capacity which will eventually lead to launching a social
marketing campaign to promote the idea. Social marketing is “the use of
commercial marketing techniques to promote the adoption of a behavior that will
improve the health or well-being of the target audience or of society as a
whole” (Weinreich, N.K, (1999). Hands-On
Social Marketing: A Step-by-Step Guide.
Thousand Oaks, California: Sage Publications). On the surface, that definition
is consistent with the idea of marketing a new way of thinking about and
addressing poverty. After all, changing attitudes and behavior about poverty
will improve the health and well-being of society.
However, over
the last 25 years, studies in social marketing have revealed that social
marketing is not usually effective for “complex problems with many or
confounding factors, problems not under individual control, and addictive
behaviors” (Weinreich, 1999). This knowledge presents a challenge when
contemplating a social marketing campaign to “promote” new ways of thinking
about and addressing a complex, confounding, and systemic issue such as poverty.
Also, while the vision and theoretical construct developed over the last year
are fairly-well developed, the “message” is not sufficiently developed,
especially in light of the knowledge that social marketing is not usually
effective for complex issues.
That said, the
social marketing model can and should be drawn upon to create national interest
and urgency about addressing poverty. The model is as close to what is needed to
garner national attention than anything else and has the fundamental components
that can certainly guide a well-reasoned approach to a complex issue. There is
much work to be done within each of the components before a campaign for a new
approach to poverty can be launched. This document frames the components of
social marketing, and describes how it can be used for this initiative, and what
work will need to be done to prepare for such an endeavor. It should be noted,
however, that because the issue and goals of this initiative are so complex,
professionals in social marketing would need to be involved.
Social
Marketing Components
Drawing upon
traditional marketing fundamentals, social marketing includes similar
components, though often defined differently. The components of social marketing
are:
 | Product:
The behavior you want the target audience to adapt.
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 | Price:
The price the target audience will need to pay to adapt the new behavior,
such as time, energy, discomfort, money, sleep, embarrassment, etc.
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 | Place: The place where people make
decisions related to the behavior you are seeking to change. These are the
places where it is most effective to place your message. |
 | Promotion: The ways in which you get
your message about the behavior change out to the target audience.
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 | Publics: Internal and external
groups involved in the program. These include the target audience, but also
other secondary audiences whose members influence the decisions of the
target audience.
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 | Partnership: Strategic relationships
with other organizations or groups that also influence the behavior of the
targeted audience. These relationships are particularly important in social
marketing because health and social issues are so complex, that one
organization cannot be successful in changing behavior alone.
|
 | Policy: The policy that is needed
to support and sustain the desired behavior change. This component is
critical in social marketing because motivating individual behavior changes
is easier that sustaining collective behavior of the target audience and it
is policy that can create the conditions for sustainability (e.g. public
area smoking laws make it easier to refrain from smoking).
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 | Purse
Strings: Ways to fund the
campaign. Unlike traditional marketing, organizations that develop social
marketing campaigns do not have start-up or dedicated capital for marketing.
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Application
of Social Marketing Components to This Effort
The product is
the behavior you want the target audience to adapt. For the purposes of this
initiative, there are multiple and interdependent behaviors, as well as multiple
target audiences. In fact, one of the key components of the “21st
Century message” is that every
sector in society has a role in new ways of thinking about and addressing
poverty. Therefore, a key
piece of work that must be done before the concept can be marketed is to
identify and clearly define the specific behaviors desired for each of the
targeted audiences.
The grid below
provides a framework for beginning this body of work.
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Targeted Audience
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Desired Behaviors
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Individuals
living impoverished lives. Specific, new definition and breakdowns
are needed (e.g. children,
teenagers, adults, elderly, people with disabilities, etc.
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Descriptions of specific, observable behaviors for each of
the targeted audience breakdowns are needed.
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The
business community. Breakdowns
of types of business (e.g. retailers, service organizations, specific
product of business) and functions (e.g. hiring practices, compensation
practices, benefits, training) is needed
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Descriptions of specific, observable behaviors for each of
the targeted audience breakdowns are needed.
|
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The
education sector. Breakdowns
of levels of education (e.g. pre-school, K-12, community college,
universities, etc.) and specific audiences within them are needed (e.g.
principles, teachers, administrators, policy makers).
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Descriptions
of specific, observable behaviors for each of the targeted audience
breakdowns are needed.
|
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The
financial services sector. Breakdowns
of types of financial services (e.g. banks, financial planning/investing,
credit organizations) and specific audiences within them are needed.
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Descriptions
of specific, observable behaviors for each of the targeted audience
breakdowns are needed.
|
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The
philanthropic sector. Breakdowns
of types of foundations and other philanthropic organizations and key
people within them are needed.
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Descriptions
of specific, observable behaviors for each of the targeted audience
breakdowns are needed.
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The
Federal government sector. Breakdowns
of agencies/mandates and key leaders are needed.
|
Descriptions
of specific, observable behaviors for each of the targeted audience
breakdowns are needed.
|
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The
human services sector. Breakdowns
of types organizations are needed (e.g. public, private, faith-based,
individual, or by service mix).
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Descriptions
of specific, observable behaviors for each of the targeted audience
breakdowns are needed.
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The
health system sector. Breakdowns
as above are needed.
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Descriptions
of specific, observable behaviors for each of the targeted audience
breakdowns are needed.
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Other
sectors and breakdowns, as appropriate.
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Descriptions
of specific, observable behaviors for each of the targeted audience
breakdowns are needed.
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Once the
targeted audiences and specific behaviors have been identified and described,
another key body of work that must be done in the area of product is to identify
and describe how each target audience would benefit if they adapted the new
behavior.
Price
Price means the
price the target audience will need to pay to adapt the new behavior, such as
time, energy, discomfort, money, sleep, embarrassment, etc. Assuming that the
targeted audiences and specific behaviors are established as described above, the
price for each audience will need to be identified.
A similar, populated grid as above could be useful in identifying the price that
each audience/behavior pair would need to “pay.”
Place
The place
component of social marketing is where people make decisions related to the
behavior you are seeking to change. These are the places where it is most
effective to place the message you are promoting. Again building on the
foundational work described above, places
for each audience relative to each behavior would need to be identified.
Promotion
Promotion is the
ways in which you get the message out about the desired behavior change to the
target audience. As can be seen, all elements of the social marketing mix build
upon the foundational work of identifying audiences and behaviors. Mechanisms,
venues, and products for reaching the target audience, in places they make
decisions about the behavior the message intends to change need to be identified,
based on the above work.
Publics
Publics are the
internal and external groups involved in the collective of the marketing
program. These include the target audience, but also other secondary audiences
whose members influence the decisions of the target audience. Groups
that influence the targeted audiences must be identified as secondary audiences.
Partnership
The partnership
component of social marketing includes strategic relationships with other
organizations or groups that also influence the behavior of the targeted
audience. These relationships are particularly important in social marketing
because health and social issues are so complex, that one organization cannot be
successful in changing behavior alone. Organizations that also touch the targeted audiences in some
way need to be identified, as well as what each organization can provide to the
effort.
Policy
The policy
component of social marketing involves the policy that is needed to support and
sustain the desired behavior change. This component is critical in social
marketing because motivating individual behavior changes is easier that
sustaining collective behavior of the target audience and it is policy that can
create the conditions for sustainability (e.g. public area smoking laws make it
easier to refrain from smoking). For
the purposes of the 21st
Century initiative, existing
policies that affect the behavior of any or all of the targeted audiences
relative to the way they think about and address poverty need to be identified
and analyzed to determine if they enhance or hinder the targeted audience’s
ability to adopt the desired behavior.
Purse
Strings
The purse
strings component of social marketing involves ways to fund the campaign. Unlike
traditional marketing, organizations that develop social marketing campaigns do
not have start-up or dedicated capital for marketing. For the purposes of the 21st
Century initiative, organizations
that have resources that can be used to support the campaign — financial, human,
or technological — need to be identified and leveraged. This
component closely aligns with the partnership component because if many
organizations can see the benefits that would result if the desired change is
made, their resources can be pooled to create synergy and win-win outcomes for
all involved. For example, there are many organizations dedicated to addressing
poverty who may have different philosophical views about the issue, but that
agree that no one should have to suffer in a country this rich. They might find
that the common ground allows them to pool resources for a more effective
overall result than their individual efforts can produce.
Next
Steps
The work
described in this strategy is expansive and long-term. In the short term, it
requires a change champion who will be able to sustain a level of energy and
resources toward this work long enough to gain momentum with key partners who
can provide still more energy and resources. While the long-term goal to begin
thinking about poverty and how we address it as a matter that is central to
national prosperity and, ultimately, to national security can be overwhelming,
the social marketing work can be done one task at a time. The social marketing
mix provides a way to break an overwhelming task down to manageable chunks that
can be solicited through a contracting process. Regardless of whether any
potential champion feels they can sustain the effort over the long haul, the
smaller tasks described in this document can be initiated as a set of valuable
steps in reaching the overall vision.
Chapter
1 Chapter
2 Chapter
3 Chapter 4 Chapter
5
Appendix A
(21st Century Model to Address Poverty)
Appendix B (Poverty
Programs Summary and Matrix)
Appendix C
(Issue Papers)
Appendix C1 (Initiative
context presentation: Characteristics of Successful Change)
Appendix
D (Income and Work Support Policies and
Strategies)
Appendix D1
(Working Session Descriptions)
Appendix D2
(Working Session Descriptions, continued)
Appendix E (Working
Session Descriptions, continued)
Appendix E1
Appendix E2
(Current state presentation: Highlights from the research)
Appendix F (Participant
List)
Appendix G
(Project Staff List)
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