Social Marketing for Health in the Workplace

Leading causes of death in Australia (AIHW, 2010)

Social Marketing for Health in the Workplace Males Females
Coronary heart diseases Coronary heart diseases
Lung cancer Cerebrovascular diseases
Cerebrovascular diseases Dementia & Alzheimer disease
Chronic obstructive pulmonary disease Lung cancer
Prostate cancer Breast cancer
Dementia and Alzheimer Chronic obstructive pulmonary
disease disease
Prof Sandra Jones
Colorectal cancer Heart failure and complications
Director, Centre for Health Initiatives Diabetes Diabetes
Unknown primary site cancers Colorectal cancer
Suicide Unknown primary site cancers

© Sandra C Jones 2011 © Sandra C Jones 2011

Leading causes of burden of disease and Selected health risk factors, people aged 25–64
injury in Australia (AIHW, 2010) years, 2007–08 (AIHW, 2010)

Males Females Total
Coronary heart disease Daily smokers 23.8 19.3 21.6
Anxiety and depression Risky or high-risk alcohol 16.3 11.5 13.9
Type 2 diabetes  consumption
Sedentary exercise level 34.4 34.4 34.4
Dementia 
Overweight or obese 70.8 56.1 63.6
Stroke
Insufficient fruit intake 56.8 44.4 50.5
Lung cancer
Insufficient vegetable intake 93.5 89.7 91.6
Chronic obstructive pulmonary disease (COPD)
High blood pressure 9.3 9.0 9.2
Adult-onset hearing loss
High blood cholesterol 7.3 5.5 6.4
Colorectal cancer
Asthma


What is social marketing?
•  What is it?
•  How is it done? (and how do I know if I’m doing it?)
•  Can it be done in the workplace (and on a limited budget)?


1

What is social marketing?

•  “The application of commercial marketing technologies to •  History of Social Marketing
the analysis, planning, execution, and evaluation of –  1970s – term first coined
programs designed to influence the voluntary behavior of
–  1980s – growth, mass media focus
target audiences in order to improve their personal welfare
and that of their society" (Andreasen, 1995). –  1990s – development of field, influence of behaviour change
theory and other research
–  Current situation & future direction
•  Focus on voluntary behaviour change
•  Influence groups to benefit society – improve public health
•  Framework or process to bring about change at a group or
community level
•  Applies concepts and techniques of commercial marketing
to promote voluntary behaviour change.


The Context of Social Marketing What social marketing is not
•  Health Education •  Social advertising
•  Health Promotion •  Just about communications
•  Advocacy
•  Community Development
•  Environmental Adaptations
•  Critical Marketing
Social Marketing
•  Policy Change
•  Law Enforcement Creating & sustaining behaviour change


Application of Commercial Marketing
Who is the target?
Principles
•  Social marketing is generally (traditionally) used as a means
of eliciting behavior change from consumers ((e.g., people
with suboptimal levels of physical activity)
•  HOWEVER, there is a move towards broadening the
definition to include ‘social marketing’ to governments,
policy makers, industry groups, urban planners etc etc
–  e.g., Maibach (2003) re promoting physical activity •  Consumer Orientation
–  Researched understanding of target market knowledge,
attitudes and behaviour
–  Needs of consumer key focus in social marketing process
–  May be needs that the consumer is unaware of


2

•  Market Research •  Integrated Planning Process
–  Guides all aspects of SM planning and practice –  Setting goals & measurable objectives
–  Includes formative research, pre-testing, monitoring and –  Developing strategies
process evaluation, summative evaluation –  Management systems
(impact and outcome)
–  Evaluation & research for continuous improvement


•  Concept of Exchange •  The Marketing Mix and Customer Value
–  Each party gives and receives for the mutual satisfaction of –  Consider the 4 Ps which should combine to provide maximum
needs value to the target market
–  Consumer must perceive that benefits outweigh costs •  Product (brand, reputation, packaging)

–  Must provide the product and emphasise the benefits that the •  Price (monetary cost, other cost)
consumer wants •  Promotion (advertising, merchandising, public relations)
•  Place (physical distribution of the product)
–  Considerations for each of the 4 Ps
should focus on maximising benefits
as perceived by the target market


•  Market Segmentation •  Competition and Differential Advantage
–  Dividing target market into groups to better understand their –  What is the competition offering and how can we differentiate
current behaviours from that
–  Segments based on different variables, –  Competition may be the behaviour itself
(eg., demographic, psychographic, behavioural) (eg., smoking)
–  Each segment requires separate evaluation and application of
the 4 Ps


3

Social Marketing Benchmark Criteria
How is it done? •  French and Blair-Stevens (2006) released eight benchmark
(and how will I know if I am doing it?) criteria to describe principles that social marketing
campaigns adhere to when applied correctly.
1.  Behaviour Change
2.  Research
3.  Theoretical and Informed
4.  Insight-Driven
5.  Exchange
6.  Competition
7.  Segmentation
8.  Mixed Methods (4 Ps)


Strategic Social Marketing Processes

•  Researchers and practitioners around the globe have
identified and described strategic social marketing
processes that have proven to be successful
•  These processes range from as few as three to as many as
seven or more phases in their application.
•  In the UK, the NSMC implemented theTotal Process
Planning Model (NSMC 2006b, 2006c), which consists of
five key phases:
–  Scope:
–  Develop:
–  Implement:
–  Evaluate:
–  Follow-Up:



4

Can social marketing be done
in the workplace (and on a
limited budget)?


Why is social marketing ‘better’ than worksite
Why do social marketing in workplaces?
health promotion?
1.  Access to a large proportion of the Australian workforce •  The consumer orientation of social marketing requires that
2.  Many workers are exposed to illness and injury as a result the target audience is involved in development of the
of their work and the work environment program, and that it is positioned in a way that meets their
needs
3.  Within the individual work site, programs can address
specific needs of workers •  Reduces the risk of workers feeling coerced to participate

4.  All parties can benefit: employers, employees, family and •  Segmentation and tailoring means that individual employees
community can address their own health priorities
•  Continuous monitoring and feedback means program can
be evaluated and improved


1. Scope
•  Worksite heath promotion programs typically collect ‘data’
•  Consider ‘the problem’ carefully before looking for answers
–  Absenteeism, workers compensation, medical costs
•  Think about your objectives –  Health Risk Assessment (HRA)
–  What do you want to achieve? –  Organisational Health Survey
–  Are your objectives achievable
•  Social marketing programs include formative research with
–  Are they realistic employees (about needs, goals and interests)
–  Are outcomes measurable –  Focus groups/interviews
–  Think about evaluation upfront –  Employee Interest Survey
•  Develop goals •  How do employees want to receive program information
•  Engage with relative stakeholders & partners •  What health components are they most interested in addressing
and how?
•  Review resources available •  What types of groups might employees be most inclined
•  Consider ethical issues •  to join?
•  Which employees have expertise that may be useful to the
program?

5

Case Study: Utah Department of Health 2. Develop

•  Workplace SM program to increase fruit and veg •  Test out the campaign proposition
consumption and physical activity •  Determine the social marketing mix
•  Identify incentives and barriers to behaviour change
Formative research:
•  Segmenting and define the target audience
•  Four-item interest survey emailed to all employees (40% •  Refining aims and objectives and determine indicators of
response rate) success in the short, medium and long term
•  Three focus groups and 18 in-depth telephone interviews •  Pre-tested, refine and adjust campaign components
•  Addressed the ‘4 Ps’

Segmentation
•  Prochaska’s “Stages of Change”
•  Primary target audience = preparers

Case Study: Utah Department of Health 3. Implement

•  Social marketing planning group and evaluation team •  Roll out the social marketing intervention
reviewed research findings •  Make adjustments where needed
•  Key recommendations arising: •  Need to manage the process of implementation and
–  Interest in group activities that include social support properly engage with key stakeholders
–  Opportunities to eat 3 (of the 5) F&V, and do 30 minutes
exercise, at work
–  Announce group progress in fun, creative and visible ways
–  Structured activities
–  Active support from supervisors for participation
–  Incentive system (for individuals and groups)
–  Preferred communication: email, PA system, posters,
supervisor
–  Preferred content: increasing F&V and PA can be inexpensive,
fun, easy; develop confidence

Case Study: Utah Department of Health 4. Evaluate

•  Communication and promotion: posters, public •  Evaluate the campaign’s:
announcements, lobby display, weekly emails, supervisor –  impact
promotion
–  outcomes
•  Environmental changes: improve quality and selection of –  cost-effectiveness
F&V in cafeteria; exercise release policy (30 mins x 3 days/
week) •  Monitoring and evaluation is considered throughout all
phases of the total process planning model
•  Ongoing activities: bureau challenge, walking groups, photo
treasure hunt
•  One-off activities: kick-off activity, recipe tasting contest,
picnic in the park, closing celebration


6

Case Study: Utah Department of Health

•  Process evaluation: •  Primary group – positive changes on 12 of 17 variables
–  mid-course (n=25) to assess satisfaction and achievement of (including measures of F&V, exercise, and self-efficacy)
aims •  Secondary group – positive change on only one variable
–  Resulted in adjustments to the program

•  Those in the social marketing group:
•  Outcome evaluation –  were significantly more likely to participate in moderate
–  ‘primary’ treatment group (Cannon building, n=600) received physical activity
10-week social marketing intervention –  increased their consumption of fruit and vegetables
–  ‘secondary’ treatment group (Medical Triangle; n=170) –  reported significantly higher perceptions of commitment for
received a WHP communication intervention (weekly email, healthy lifestyles from the organization (and supervisors)
posters, brochures)
–  Significant positive changes among ‘preparers’ and
–  19-item questionnaire (measured F&V, exercise, stage of ‘contemplators’
change, self-efficacy, perceived support from organisation and
others, response to intervention)

Graduate Certificate in Social Marketing for Health
Summary 1 year part-time

Social Marketing for Health Intensive Program
•  Social marketing: Day 1: Principles of social marketing; formative research; program planning
Day 2: Social marketing implementation; evaluation
–  been shown to be a successful tool for bringing about positive
Next course: October 2011
changes in health-related behaviours
–  does not require mass media (or million dollar budgets)
–  has been successfully applied in communities, schools, health
care settings, and – increasingly – in workplaces
•  Effective social marketing programs require attention to the
principles of social marketing; and a comprehensive process
of scoping, planning, implementation and evaluation Centre for Health Initiatives @CHI_Sandra Centre for Health Initiatives
•  Social marketing in the workplace can overcome many of
the barriers associated with workplace health promotion
•  There are LOTS of resources available to workplaces that
can be utilised at no cost (you do not have to re-create the www.uow.edu.au/health/chi
wheel)

7

Social Marketing for Health in the Workplace

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