Archive for the ‘Social Marketing’ Category

Social Media For Nonprofits

August 26, 2015

Im so excited to be leading my very first webinar on September 9th with Social Media for Nonprofits. The presentation will focus on how to raise the relevance of your cause and make your message sing like a well-harmonized choir in all of your marketing channels. Often armed with a limited marketing budget its likely that youve felt that you need to do what has worked for you in the past in each channel instead of translating your campaign for each. The webinar will offer some strategies and ideas to help you bring it all together. Read More

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August 20, 2015

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August 12, 2015

Working in the nonprofit sector is essentially doing a lot with very little. I always have more than I can do and far fewer resources. Personally, I oversee and produce between 12-20 live programs and conferences in thirteen cities in three countries, I speak at 6-10 conferences, and I organize around 30 digital programs every year. There are hundreds of people I communicate with that are our stakeholders- from sponsors, attendees, partners, and media to vendors and venues. I rarely endorse or write about technology providers. I try to be platform neutral, but in this series, I am going to share with you all my top tools and how I use them to do more with less. Friends dont hide resources and the secret of their success from friends! So here we go! (more) Read More

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August 4, 2015

The following is a guest post from Joshua Schukman of WonderWe. The first thing anyone will tell you as you craft your social media presence is that you have to have content to share. From blogs, to photos, to videos, theres really no end to the different types of content youll be encouraged to produce. We non-profiters are used to telling stories and creating content, but the internet is now so saturated that it can be hard to get heard above the noise. Thats why I want to challenge the notion that content is king. (more) Read More

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July 27, 2015

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Social Media For Nonprofits

Chapter 45. Social Marketing of Successful Components of the …

"I'm not a doctor," runs the joke. "I just play one on T.V." Television and other forms of mass media, it seems, are often highly adept at making complicated tasks look simple.

This is especially true when it comes to marketing. A thirty-second ad for toothpaste will seem incredibly simple, even a bit silly--yet we'll find ourselves humming the jingle in the car on the way home. When we stop by the grocery store a week later, we might pick up that toothpaste, caught by its colorful box and placement on the shelves. We've been grabbed by a successful marketing campaign. It might seem so simple, we're barely aware of it--but it really represents a huge amount of research, design, and testing done by the toothpaste corporation.

Social marketing is based on the same principles used to sell that tube of toothpaste. It means to use commercial marketing techniques to try and improve social problems. A social marketing campaign might be used, for example, to try to reduce violence against women, or to increase the number of people who sign up as donors for the national bone marrow registry.

Managing a social marketing campaign might look fairly simple--like you're just putting up more posters to raise awareness of the lead poisoning problem in your community, for example. In reality, however, it's much more than that. Social marketing is no less than a shift in how you view and run your program or organization. It can be a very effective approach, but it's one with many details to consider.

On the following few screens, we'll try to make concrete how you can accomplish many of these details. We'll start by touching briefly on the importance of social marketing and when might be a sensible time for your group to draw up a social marketing campaign. Then, we'll dive into the details of how to manage a social marketing program. We'll include how to separate consumers into individual groups and how to find out what those groups want (and how you can give it to them). Then, we'll discuss designing the message, choosing the medium, and finally, implementing and evaluating your work.

Social marketing is an approach with a lot of advantages. Perhaps the two most pointed benefits are:

So when is the proper time to run a social marketing campaign?

It will depend quite a bit on your program or organization, of course, but generally speaking...

This doesn't mean your organization or program has to have a lot of money to use a social marketing approach. Excellent social marketing can be done on a shoestring budget, if people are excited and willing to put a lot of effort into making it work.

The management of a social marketing campaign is comprised of four major parts, which can each be broken down in turn:

Define the problem.

This is the first step of your social marketing campaign. The problem is probably something you already understand, or you wouldn't be considering such a campaign to begin with. Whether it is child hunger or environmental abuses, you know what you've set out to solve.

Articulate the problem

What is not as certain is that you have articulated that problem, or that it has been written down and is understood in the same manner by all members of the group. If you haven't done so, now is the right time to work together and get it done. That way, everyone is starting the work from the same place, and future misunderstandings can be avoided.

When defining the problem, be sure to do so broadly, without suggesting possible solutions. For example, your problem might be defined as, "Too many students drop out of school in our community," instead of "We need to improve teacher training so students will stay in school." Or, "Many women are physically and/or emotionally abused by their partners," instead of, "We need to build more women's shelters." By defining the problem more widely, the group remains open to more solutions, improving chances you will be able to solve the problem.

How do you do it? By deciding what are important factors for your group. Do teen parents tend to immunize their children less often than older parents? If so, you might want to consider teen parents as a subgroup. Can case workers help convince parents to immunize their children? Then they might be another subgroup.

Traditionally, subgroups have often been created by the following characteristics:

Which characteristics does it make most sense for your group to use? You might know immediately; all it will take is a few moments of brainstorming among members of your group. If you're not completely certain, or want to be sure you've thought of everyone, the following list of questions might prove helpful.

Questions to help choose appropriate subgroups:

The answers to these questions will differ according to the problem or issue you are addressing, the resources you have, and the community you live in. Having the answers laid out in front of you, however, you are sure to make informed choices when choosing subgroups to target.

First, you'll want to look up general information about people in your target group. Where do they live? How much money do they make? How much schooling have they had? Many such records are open to the public, and can be had from the Census Bureau, hospital records, school records, the public library, or elsewhere.

Next, you'll want to find out what your consumers think about the problem: how they feel about it, barriers to solving it, and what they want (what will convince them to change their behavior). This knowledge is crucial to setting up an effective campaign.

The marketers originally considered running only one campaign discussing the significance of the disease in their town. Looking at what they have learned, however, they realize that they need to create very different messages and services to effectively reduce the spread of AIDS in the area.

As social marketers, you will want to find out where members of your target groups are on this continuum, and how you can nudge them on to the next step.

For example, in a campaign to reduce the spread of AIDS, marketers discuss the problem with members of their target groups, and find clients have many different beliefs and attitudes about the disease. Some people are still unsure of what exactly AIDS is, or all of the ways it can be spread--they need to be brought to the "knowledge about the problem" stage. Others believe it is not a problem for them personally, or that "AIDS doesn't exist in our town;" these people are ready for messages on the problem's importance. Still others may believe in the problem's importance, and have taken actions to protect themselves, but do not do so consistently; they are having difficulty maintaining that change.

Also, you'll want to find out what's stopping people from using your program. If you don't understand the barriers and costs of your solution to your target audience, it's a good possibility your work will come to nothing.

You might think, "Wait a second. We have a program to teach adults to read, and it's free! There aren't any costs or barriers to coming and learning. Why don't we have more people who show up?" But by talking to members of groups you have targeted, you learn:

After learning this information from potential users, the group is ready to make the changes needed to breathe new life into the program.

You also need to learn what people want--what can entice them to change their behavior. To use a commercial example, think about the campaign Pepsi ran not too long ago. They said, "Drink Pepsi. Get stuff," and by doing so, capitalized on people's love of getting "stuff" free.

Your program or organization probably doesn't have the resources of the Pepsi-Cola Corporation. But you can use this information on a smaller scale, and have very positive results. You might find out, for example, that many women aren't using the science and math tutoring center because everyone who works there is male, and (women feel) the tutors are often sexist and discouraging towards women. What the women want is to have some female tutors as well.

Some of the most common include:

Once you have heard from your target groups, you're ready to start planning.

You might also try to decide if starting with any particular group is likely to set off a "domino effect;" that is, if you can convince one group to change their behavior, will that convince others to follow?

For example, if you can convince older students in a school to become involved in an effort to recycle their soda cans and newspapers, younger students might follow without any specific efforts on your end.

These aren't simple questions, and the answers aren't going to be readily apparent. But by taking the time to decide now, you'll save yourself work and headaches in the long run.

For example, if you are trying to increase the number of students who use the free clinic, publicizing the benefits might be enough of a draw for students whose school is across the street. If you want to convince students from the high school on the other side of town, however, your task is more difficult. You might decide to open a satellite clinic on their campus, or provide free bus vouchers for those who come to the clinic.

However, if your group is trying to convince parents to immunize their children, you might have the same strategy for everyone you are targeting: promote the benefits of immunization and the advantages of the clinic. But the message would be phrased differently for high school mothers, for members of the professional community, and for members of the immigrant community, many of whom don't speak English. The medium would be different as well--the message for professionals might take the form of a technical article in the city magazine, for teens it might be a presentation at a meeting of teen mothers, and you might rely on word of mouth for the immigrant community.

Often, as we see in the immunization example above, strategies can be generalized for the different groups we work with. But be careful, and make sure that's true for your situation. Most importantly, remember the information you've received from members of those groups--using it will help your program to fly.

First, develop messages based on the strategies you decided on above. What do you want to say, and to whom? And most important, how are you going to say it?

Think about the language your target audience speaks. Sometimes, this is obvious--messages to Hispanic members of the community may be much more effective in Spanish; messages about illiteracy will be better placed on the radio or television than in the newspaper.

But even beyond this, the way you say things is important. Young people often have a language all their own, and if you are directing a message at them, it should be in their language. Some groups of people tend to be wary of any authority, and won't take kindly to having "expert opinion" thrown in their face; for other groups, this is the only thing they will listen to. You should have already discovered what is important to your audience; use this understanding as you design messages.

You might also want to consider using what's sometimes known as "panel design." That is, design messages that follow up on one another. For example, you might air advertisements or talk about the importance of physical exercise in general for a few months, and then, when the idea has had time to turn about in people's heads for a while, you can promote new exercise classes being offered at the community center. Or ads talking about the negative consequences of smoking can be followed by the creation of smoking cessation classes--which could be followed in turn by a support group for those who have quit. Using this method is an effective way of moving people along the "continuum of understanding" discussed earlier.

Finally, as the saying goes, the more the merrier! If you have the resources to create and disseminate many different messages, do it. Diversity is key to survival in the biological world, and we, as community organizers, would do well to learn a lesson from the natural scientists. The more times a message is given, and the more ways in which it is told, the more likely people are to really hear it--and finally, to follow it.

At this point, much of the hard work is over; you just need to go out and do what you planned. If you have planned the details carefully, this part should come together naturally.

After the plan has been implemented, though, you're still not done. Social marketing is a continuous process, and the next step you need to take is to monitor your work, and make sure it's effective. This evaluation is covered in great detail in: Evaluating Community Programs and Initiatives, but some of the highlights include:

If a social marketing campaign is aimed at long-term behavior change in the community, then it really never ends. This is true for local health initiatives or any other intervention meant to change community behavior: It really only works when people can see it, and when they continue seeing it, day in and day out. If you turn your back for a minute, the whole thing can fall apart. Eternal vigilance is not only the price of freedom; it's the price of any social change program or initiative.

The only exception is when the goal is time-specific and narrow. "We want to make sure Wal-Mart can't build here" might be a time-limited campaign, and be over when it's over. Long-term behavior change is rarely so limited. For example, "We want all kids vaccinated" goes on until babies stop being born in the community.

Managing an effective social marketing campaign takes a lot of thought, resources, and elbow work. As in regular marketing, a lot of "behind the scenes" work takes place before a 30 second advertisement is ever aired. Effective efforts, however, have made huge differences in the lives of us all. Campaigns have helped us reduce our risks for heart disease and lung cancer; they helped us eradicate small pox and are helping us to realize what the World Health Organization terms, "a world without polio." Your organization, too, can use this powerful tool to help you achieve your goals.

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Chapter 45. Social Marketing of Successful Components of the ...

Washington DC 2017 | World Social Marketing Conference

Following the incredibly successful World Social Marketing Conference in Sydney 2015 we are delighted to announce, with the help of all our supporters and sponsors, that the 5th World Social Marketing Conference will take place in Washington D.C, USA in April 2017.

The mission of the World Social Marketing Conference is to act as a vehicle to help build a global movement dedicated to capturing, spreading and nurturing good practice in Social Marketing, as well as increase the efficiency and effectiveness of Social Marketing practice at both operational and strategic levels.

We are committed to running the World conference at locations around the world every two years to in order to build a truly global community of Social Marketers. At our last conference representatives from over 40 countries came together to exchange ideas and good practice

Social Marketing is a set of evidence and experience based concepts techniques and principles that provide a systematic approach to understanding behaviour and developing social interventions that work. It is a fusion of science, experience and practical know how.

New ideas and evidence will be presented by global thought leaders and practitioners. The event will bring together practitioners, academics, policy makers, researchers and industry to explore and enrich Social Marketing practice around the world.

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Washington DC 2017 | World Social Marketing Conference

Social Marketing: Influencing Behaviors for Good

Review

It is one of the best books out there, so have continued to use it. Students generally like it. . . .This is the state of the art text. (W. Douglas Evans)

The strength of the book is in the examples (including boxes), especially the different lengths so that you can kind of choose yourself how much to use and how deep to go into a particular illustration. (G. Scott Erickson)

I like the mix of topics in the book, and I like the chapter dedicated to each step of the marketing process. (Jennifer Cross)

I like the text because it ties to concepts the students have learning in Principles of Marketing, but also distinguishes how social marketing is different than traditional marketing. The vignettes provide good examples, and the chapters are not too long or complex. (Nicole Vowles)

Nancy R. Lee, MBA, is president of Social Marketing Services, Inc., in Seattle, Washington, and an adjunct faculty member at the University of Washington, where she teaches social marketing and marketing in the public sector. With more than 25 years of practical marketing experience in the public and private sectors, Ms. Lee has held numerous corporate marketing positions, including vice president and director of marketing for Washingtons second-largest bank and director of marketing for the regions Childrens Hospital and Medical Center. She conducts seminars and workshops on social marketing around the world, and has been a strategic adviser for behavior change campaigns in the areas of health, safety, the environment, and financial well-being. She has been a keynote speaker on social marketing at conferences for improved water quality, energy conservation, family planning, nutrition, recycling, teen pregnancy prevention, influencing financial behaviors, and tobacco control. She has coauthored ten books with Philip Kotler.

Philip Kotler is the S. C. Johnson & Son Distinguished Professor of International Marketing at the J. L. Kellogg Graduate School of Management, Northwestern University, Evanston, Illinois. Kellogg was voted the Best Business School for 6 years in Business Weeks survey of U.S. business schools. It is also rated as the Best Business School for the Teaching of Marketing. Professor Kotler has significantly contributed to Kelloggs success through his many years of research and teaching there. He received his masters degree at the University of Chicago and his PhD degree at MIT, both in economics. He did postdoctoral work in mathematics at Harvard University and in behavioral science at the University of Chicago. Professor Kotler is the author of Marketing Management: Analysis, Planning, implementation and Control, the most widely used marketing book in graduate business schools worldwide; Principles of Marketing; Marketing Models; Strategic Marketing for Non-Profit Organizations; The New Competition; High Visibility; Social Marketing; Marketing Places; Marketing for Congregations; Marketing for Hospitality and Tourism; The Marketing of Nations; and Kotler on Marketing. He has published over 100 articles in leading journals, several of which have received best article awards. Professor Kotler was the first recipient of the American Marketing Associations (AMA) Distinguished Marketing Educator Award (1985). The European Association of Marketing Consultants and Sales Trainers awarded him their prize for Marketing Excellence. He was chosen as the Leader in Marketing Thought by the Academic Members of the AMA in a 1975 survey. He also received the 1978 Paul Converse Award of the AMA, honoring his original contribution to marketing. In 1995, the Sales and Marketing Executives International (SMEI) named him Marketer of the Year. Professor Kotler has consulted for such companies as IBM, General Electric, AT&T, Honeywell, Bank of America, Merck, and others in the areas of marketing strategy and planning, marketing organization, and international marketing.

He has been Chairman of the College of Marketing of the Institute of Management Sciences, Director of the American Marketing Association, Trustee of the Marketing Science Institute, Director of the MAC Group, former member of the Yankelovich Advisory Board, and a member of the Copernicus Advisory Board. He is a member of the Board of Governors of the School of the Art Institute of Chicago and a member of the Advisory Board of the Drucker Foundation. He has received honorary doctoral degrees from Stockholm University, University of Zurich, Athens University of Economics and Business, DePaul University, the Cracow School of Business and Economics, Groupe H.E.C. in Paris, the University of Economics and Business Administration in Vienna, the Catholic University of Santo Domingo, and the Budapest School of Economic Science and Public Administration.

He has traveled extensively throughout Europe, Asia, and South America, advising and lecturing to many companies and organizations. This experience expands the scope and depth of his programs, enhancing them with an accurate global perspective.

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Social Marketing: Influencing Behaviors for Good

The International Social Marketing Association

The International Social Marketing Association (iSMA) webinar series provides timely, widely-relevant and newsworthy information on evidence-based social marketing advances and resources world-wide.

Changing Behaviours to Scale Up Rural Sanitation, September 21/22, 2015

Over 30% of the people in rural Philippines either dont have a toilet, or have one that drains into an open area. Thats 5.7 million people defecating in the open and an additional 3.7 million using toilets that drain into an open area. Talk about entrenched behaviours! (pun intended) In addition to the danger to public health and the environment, these conditions can deprive people of dignity and dampen their economic prospects. Learn how the World Bank has used social marketing principles to develop and generate demand for improved toilets. Presented by Edkarl M. Galing, World Bank on September 21/22, 2015.

Time 1: Monday September 21 at 6:30 am N.A. Eastern Daylight Saving Time / 10:30 am UTC+0 (GMT) / 11:30 am British Summer Time, 4:00 pm India (UTC+5.5) / 6:30 pm in the Philippines (standard time, UTC+8)/ 8:30 pm Australian Eastern Standard Time (UTC+10).

Time 2: Monday September 21 at 5:00 pm Pacific Daylight Saving Time / 8:00 pm N.A EDT. Tuesday September 22 at 12:00 am UTC+0 (GMT) /1:00 am British Summer Time / 5:30 am India (UTC+5.5), 8:00 am in the Philippines (standard time, UTC+8)/ 10:00 am Australian Eastern Standard Time (UTC+10).

We'll be live-casting from the #ismaWBNR. Join the Twitter conversation, we encourage sharing!

These webinars are primarily targeted at seasoned social marketers, but they are designed to also be of value to beginners and students.

Registration links

Time 1: Monday September 21 at 6:30 am N.A. Eastern Daylight Saving Time / 10:30 am UTC+0 (GMT) / 11:30 am British Summer Time, 4:00 pm India (UTC+5.5) / 6:30 pm in the Philippines (standard time, UTC+8)/ 8:30 pm Australian Eastern Standard Time (UTC+10).

Time 2: Monday September 21 at 5:00 pm Pacific Daylight Saving Time / 8:00 pm N.A EDT. Tuesday September 22 at 12:00 am UTC+0 (GMT) /1:00 am British Summer Time / 5:30 am India (UTC+5.5), 8:00 am in the Philippines (standard time, UTC+8)/ 10:00 am Australian Eastern Standard Time (UTC+10).

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Jay Kassirer Chair, iSMA Membership and Webinar Committees President, Cullbridge Marketing and Communications 2699 Priscilla Street, Ottawa Ontario, Canada K2B 7E1 kassirer@cullbridge.com, Tel: (613) 224-3800| (800) 262-0934

Winthrop Win Morgan President & CEO, International Social Marketing Association 6414 Hollins Drive, Bethesda, MD 20817 win@i-socialmarketing.org http://www.i-socialmarketing.org Landline: +1 (301) 581-2422 Mobile:+1(301) 807-2731

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The International Social Marketing Association