Search Results

This chapter discusses the first stage of the Total Process Planning (TPP) framework: scoping. It provides a practical introduction to the scoping phases of social marketing; outlines the processes, objectives, and outcomes involved in this phase; and introduces key concepts, including customer insight, research, and audience segmentation.

This chapter introduces critical marketing (the critical analysis of marketing) and explains why it is an invaluable tool for understanding: how marketing works; how it impacts on behaviour; and how it can be turned to social good. Critical marketing seeks not just to determine what is ‘wrong and bad’ about commercial marketing, but to reflect on its nature, learn from its successes, and analyse its weaknesses. This chapter begins by discussing the origins and characteristics of critical marketing. It then explains how the ideas underpinning critical marketing are as much part of marketing as consumer orientation and market research and, as such, should be adopted by social marketers. The final part of the chapter presents three critical marketing case studies on food, tobacco, and alcohol marketing, respectively. Amongst them, they illustrate some of the benefits of critical analysis, including healthier public policy, improved insights into effective behavioural change, and the whys and wherefores of collaboration.

This chapter describes the common approaches to evaluation, which is the fourth step in the Total Process Planning (TPP) framework. As well as setting out the theory behind designing and conducting evaluation research, it provides case studies that show how evaluation works in practice. By the time the evaluation phase is reached, you should have completed the scoping report, and developed and implemented your marketing strategy. However, evaluation is not a distinct stage that only needs to be addressed when you have implemented your intervention. It must be considered from the scoping stage onwards.

Social marketing designs products or services to meet the special needs of poor people. This chapter focuses on this unique contribution of social marketing, developed out of the necessity to compensate for dysfunctional public systems. It offers lessons about social marketing to low-income rural populations; uses examples from developing countries to show that social marketing can work when targeting poorer communities; and provides valuable lessons that social marketers can learn and apply in their own local interventions.

This chapter discusses the second stage of the Total Process Planning (TPP) framework: development. By the time you reach the development stage you should have: an understanding of your target audience (the environment in which they live, what is important to them and what moves and motivates them); engaged with key stakeholders; completed a competition analysis; and produced a scoping report. During the developmental stage, you will use the findings set out in your scoping report to shape your social marketing intervention(s). As many of the most successful interventions take a multipronged approach, it is likely that the scoping report will point towards a variety of interventions.

This chapter discusses the third stage of the Total Process Planning (TPP) framework: implementation. By the time the implementation phase is reached, you should have completed the scoping report, used the marketing mix to develop your marketing strategy, pre-tested your interventions, and refined them accordingly. During the implementation phase you will monitor your intervention(s) closely, ensuring that any potential opportunities are seized and problems swiftly dealt with. The chapter discusses ways of ensuring effective implementation, and methods of monitoring a social marketing project.

This chapter introduces the Total Process Planning (TPP) framework; a simple but robust framework to support effective intervention planning, development, and delivery of interventions. It considers how a five-stage framework can be a powerful approach to organize and manage the complexity involved in developing a programme, campaign, or intervention; it emphasizes that planning should always be about the people and stakeholders involved: helping them engage and contribute effectively, rather than being perceived as a separate technical exercise. The chapter discusses how, while planning needs to be systematic and phased, it should also allow flexible and creative, and innovative approaches properly managed. It emphasizes the importance of undertaking proper scoping so that issues, resources, and interventional options are properly considered prior to development; and considers the two critical success factors in planning: investing time and effort in a proper scoping stage, and ensuring the process of planning engages and mobilizes the relevant people/stakeholders.

This chapter discusses the fifth and final stage of the Total Process Planning (TPP) framework: follow-up. By the time you reach the follow-up stage you should have: scoped and developed your intervention(s); pre-tested and developed your interventions; implemented your programme; and evaluated your programme. The chapter demonstrates why a reflective ‘follow-up’ stage plays an important role in developing effective behavioural interventions that have long-term impact, not just within your project or local area, but also by adding the accumulated understanding of what works, what does not, and under what conditions.