New version page

Lecture III

Upgrade to remove ads

This preview shows page 1 out of 3 pages.

View Full Document
Premium Document
Do you want full access? Go Premium and unlock all 3 pages.
Access to all documents
Download any document
Ad free experience

Upgrade to remove ads
Unformatted text preview:

Social Marketing & Strategic Management Process – Lecture IIIMarketing mindset- all marketing decisions must emanate from a consideration of the customer- in commercial sector, companies may be able to get away with minimal consideration of the customer (may hit right cultural trend, great product, no competition)- low-involvement behaviorso consumers care littleo influenced by price changes, jingles, whims, coupons, etc.- but in social marketing, behavior is always difficult to promote (high-involvement behaviors for which customers have ambivalent or negative feelings)o behaviors which individuals care a great dealo significant riskso think a lot before actingo e.g., smoking and drugs are hard to quit; people fear ruining relationships by mentioning safe sex or condomsWrong mindsets- product mindset (focuses on superior products or new ways to offer healthier behaviors – e.g., ORT, family planning, etc.) – offer it and they will come- successful for short-term in social marketing b/c of pent-up demand- limits: eventually pent-up demand is satisfied; or early success may lead to backlash- selling mindset need to persuade customers that offering is superior (includes gimmicky advertising, high pressure sales, etc.)- limits: customers need to agree to undertake recommended behaviors- organization-centered mindset Organization’s mission seen as inherently good - customers can be seen as the problem – because of ignorance and lack of motivation! Customer is seen as standing in the way of program success- marketing is seen as communication – focus on providing information and arguments for behavior rather than complex causes for resistance to change – lookfor impact on awareness and motivation w/o evidence of behavior change – “my argument is good, they just need to understand it.”- Marketing research is not adequately done or used – If you assume you know the answer, then formative research may be limited to documenting baseline levels of ignorance and apathy, rather than root causes for behaviors. - Customers treated as a mass – ignore individual differences in readiness for change or reasons for resistance to change- Competition is ignored – selling approach ignores competing reasons inside customers’ heads and hearts for continuing old behaviorsRight mindset- customer centered mindset – begin with what customer needs and wants- organization’s mission seen as bringing about behavior change by meeting the target market’s needs and wants- customer is seen as someone with unique perceptions, wants, needs to which marketer must adapt (GOAL: get inside audience’s psyche and understand why they do what they do and what their perceptions are about the costs and benefits of the new behavior) – challenge is to figure out how to adapt the marketing message to respond to the audience’s reasons- marketing seen as more than communication – may need to change Place that behavior is offered (e.g., access to vaccinations) – may need to improve Product (e.g., customer service) – may need to reduce Price of vaccination (e.g., make it closer to home so she doesn’t get in trouble with her husband, or offer day care) – many of the ingredients have little to do with Promotion- marketing research is vital (barriers to change, perceived self-efficacy, role of social pressures and groups, norms, etc.) – need not be excessively sophisticated (focus groups, interviews, small samples to learn simple facts)- focus on measures of behavior change (bottom line) – look at long-term behavioral impact as well.- Audience segmentation – need to segment by variables associated with target behavior (not demographics) like lifestyle variables or past behaviors – later they try to link psychographic variables with demographics – if there is a match up thatmakes it easier- Competition is everywhere and never-ending – in everyone’s mind, peers, hearts –each segment may face different demons or competing causes, barriers to change. Competition is always changing too. - Willingness to change the offer – able to recognize that customers may not agree with proposed behavior – may not be ready for it – (e.g., if a birth control really does have uncomfortable side effects, maybe another one can be offered)- Committing to planning – - Willing to take reasonable risks – accept that some of their actions will fail; experimental – try one strategy, monitor effects, and if it fails tweak it or change it; need to accept what you don’t know. - Skills – marketing research, creation and positioning of brands, packaging, distribution, promotion, creation and placement of advertising, global marketing. Special Nature of Social Marketing- Negative demand – public has a distaste for many recommended behaviors- Highly sensitive issues – denial, avoidance common- Invisible benefits – prevention of disease, longevity, etc. - Intangibles- Long-term change process – - Culture conflicts- Public controversy- Limited budgets- Multiple publics- Absence of marketing mindset- Few opportunities to modify products (e.g., 30 years and we only have one male contraceptive, the

Download Lecture III
Our administrator received your request to download this document. We will send you the file to your email shortly.
Loading Unlocking...

Join to view Lecture III and access 3M+ class-specific study document.

We will never post anything without your permission.
Don't have an account?
Sign Up

Join to view Lecture III 2 2 and access 3M+ class-specific study document.


By creating an account you agree to our Privacy Policy and Terms Of Use

Already a member?