CHAPTER Steps in the Strategic Marketing Planning Process

[Pages:20]CHAPTER

Steps in the Strategic

Marketing Planning Process

Traditional planning models re~v too much 011 tactical interuentions and too

little on strateg}' needed to sustain long-term change. In social marketing,

consumer research pro/'ides the gene pool and strategv serues as tbe DN,4.

structure needed to bring that information to life.

-Carol Bryant Unil'ersi~v of Soutb Florida

A lthough most agree that having a formal, detailed marketing plan for a social marketing effort "would be nice," the practice doesn't appear to be the norm. Those in positions of responsibility who could make this happen frequently ,~oice common perceptions and concerns such as these:

? We just don't hence the time to get this all down on paper. By the time we get the

go-ahead, we just need to spend the money before the funding runs out.

? The train already left the station. I belie,'e the team and my administrators

all-ead,' know \\~hat they \\~ant to do. The target market and communication

channels \\'ere chosen long ago. It seems disingenuous, and quite frankly a

waste of resources, to simply prepare a document to justif~/ these decisions.

We begin this chapter \\~ith an inspiring case story that demonstrates the positive potential return on ,~our investment in the planning process. Ten steps to developing a compelling social marketing plan \\~ill then be outlined-ones we hope will demon strate that the process can be Simple and efficient and that those who have taken the time to de,-e!op a formal plan realize numerous benefits. Readers of vour plan will see evidence that recommended activities are based on strategic thinking. They will under qand why specific target audiences have been recommended. Thev will see what antic pated costs are intended to produce in specific, quantifiable terms that can be ,ranslated into an associated return on investment. Thev will certainly learn that mar ..;eting is more than advertising and will be delighted (even surprised) to see you have .1 system, method, timing, and budget to evaluate your efforts.

We conclude with comments on why a systematic, sequential planning process is 'mportant and where marketing research fits in the process. The Marketing Dialogue - the end of the chapter gives a glimpse at the ongoing, passionate debate over the

" ,'en in the planning process-deciding "what is good."

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PART I: UNDERSTANDING SOCIAL MARkETING

MARKETING HIGHLIGHT

VERBTM Summer Scorecard (2003-2006)

CAROl BRYANT, ANITA COURTNEY, JULIE BALDWIN,

ROBERT McDERMOTT, MARILYN PETERSON, AND DIANA KOONCE

Background and Situation

Since 1980, ovenveight has more than tripled among youth 12-19 years of age and more than doubled for children 2_11. 1- 2 In addition to the problem of young people eat ing unhealthy foods or quantities, a major con tributor to childhood ovenveight and obesity is physical inactivity However, despite com pelling evidence supporting its benefits,H.s the 2005 National Youth Risk Behavior Surveillance Survey data indicate that 64% of youth in grades 9-12 do not meet recom mended physical activity guidelines and 10% are sedentarv6

Given the consequences of ph\'sical inac tivity and obesit)~ many communities seek ways to increase youth physical activity levels. This case story describes how a community coalition in Lexington, Kenruch, used social marketing principles to address this challenge.

Objectives

Formed in 2003, the coalition included over 50 people representing public health, social ser vice, and other communitv-based organizations, businesses, and concerned principals, teachers, coaches, physicians, and parents. The Florida Prevention Research Center (FPRC) provided technical assistance as coalition members used

social marketing prinCiples to design a behavior change intervention and modify state and local policies. Local health department emplovees convened and staffed the coalition. One of our first tasks was to select physical activity as a tar get behavior and t\veens (youth aged 9-13 years) as the population they would give their greatest priority Our objectives for the project described in this case study were to (a) develop opportunities for tweens to be physically active during the summer months. (b) offer new and exciting ways for tweens to be phvsicallv active, and (C) increase plwsical activity

Target Audience

Tweens were selected as the target audi ence because physical activity levels decline dramatically during these years and we wanted to capitalize on the marketing information and media materials assembled by the national campaign targeting this population: "VERB-It's what you do."! Within the tween market, we selected two segments to receive the highest priority in their planning efforts: modemtezv actives (i.e., those active but not yet passion ate about anv of the physical activities in which they participate) andpassiz'es (i.e., those unin volved in physical activity and who do things mostly out of boredom). High-risk youth (i.e.,

)ehavior nd local lployees ::': of our as a tar ,C! 9-13 '.-e their project Jevelop

active Lew and , active,

:t audi decline ,'anted '.Jl1 and .ttional RB-It's ,et, we 1ighest !rately .lssion which ::: unin things h (i.e.,

Chapter 2: Steps in the Strategic Marketing Planning Process y. 29

those lacking parental support and other resources needed to participate in ph,'sical activities outside of school) and superstars (i.e., those alread" involved in multiple activi ties) were given less attention but not ignored or excluded. \Ve also attempted to address dif ferences bet\\'een boys and girls and between younger (8-10 ,'ears of age) and older (11-13 years of age) tweens.

Strategy

Consumer research provided the founda tion for our marketing strategy After a careful revie\\' of existing literature and marketing data assembled by the VERB program. our research team conducted 10 indi,'idual interTiews with principals and other program partners, six focus groups with t\\'eens. and two focus groups \\'ith parents. Results \\'ere presented to the coalition for their use in developing a comprehensi,'e marketing plan based on the 4Ps. Key elements of the plan that selTed as a blueprint for program design and implementa tion are summarized belmy.

Product

Program aeti,'ities \\'ere designed to offer a bundle of benefits (i.e., core product) to sat isf" t\\'eens' major motivators: have fun, spend time \\'ith their friends, explore ne\\' and adventurous acti,'ities. and master ne\\' skills. Health benefits \\'ere not offered; in fact, program partners \\'ere asked to avoid making am' references to obesity prevention or health benefits associated \\'ith physical activitv to protect the VERB brand's position. An augmented product \\'as also created-the VERB Summer Scorecard-to encourage tweens to monitor their physical activitv

throughout the summer and try new ways to be physicallv active. The Scorecard had 24 squares that could be stamped each time a tween was physically active at one of the Summer Scorecard sites offering special deals to cardholders (e.g., free admission to public pools, reduced admission prices to commer cial facilities, free sports clinics for beginners) (see Figure 2.1). Parents and other adults also could initial as many as 12 squares to acknowledge when tweens were physically active for at least 1 hour (see Figure 2.1). Tweens who filled all 24 squares before the end of summer received small prizes and gained entrance into a grand finale event in which they were entered into a drawing for physical activity-related prizes (e.g., bicycles, scooters, and karate lessons).

Price

Project actlvltleS were designed to over come t\\'eens' fear of embarrassment in front of their peers and their parents' fears about children's safety, and to provide free or dis counted opportunities to be active.

Place

A \\'ide variety of action outlets (special opportunities for tweens to be physically active with friends and try new activities) were offered around the community during the summer. Special efforts were made to provide free or low-cost opportunities in or near eco nomicallv disadvantaged neighborhoods. Scorecards were distributed bv public libraries and swimming pools, schools, McDonald's restaurants, the 'YMCA, day camps, faith-based organizations, and other nonprofit and private business partners.

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PART I: UNDERSTANDING SOCIAL MARKETING

implement it are available at the FPRC and Centers for Disease Control and Prevention (CDC) Web sites:



.gov/you thcampaign/part ners/spotligI1ts,ilexington_spotlight.htminsert

Figure 2.1 Scorecard Tweens Used to Get Great Pri7.es and Deals

Promotion

Free and paid media were used to promote the program. The Scorecard and all promotional materials included the VERB logo aIll] followed the national program's branding guidelines. In addition to the Scorecard intervention aimed at tweens, the marketing plan included plans to advocate for policy changes at the countv and state level to increase funding for communit\' facilities and mandate increased physical activity in public schools.

The coalition then created an implementa tion plan for the Scorecard and other related marketing interventions designed hy the Tweens Nutrition and Fitness Coalition that served as a blueprint for program implemen tation. Additional information :lbout the Scorecard program and information on how to

Results

The Scorecard program was pilot tested in 2004 and implemented again in 2005 and 2006 in lexington. It also has been adapted bv 16 other communities in the Gnited States to pro mote physical activity during the summer months, over the winter vacation, or during other time periods.s Although it has proven impossible to document the number of tweens who have participated in all Scorecard activi ties, a survey of 2,97 4 students conducted in 27 Lexington elementary schools in May 2005 revealed that 31 ..) % had partici pated during the summer of 2004. A count of the Scorecards entered into the grand finale draWings shows an increase from 335 in 2004 to 838 in 2005 and a slight decline to 738 in 2006. Telephone interviews conducted with 35 parents whose children participated in the 2005 summer pro gram suggested that the program increased physical activity levels during the summer months and that these gains were sustained into the fall when parents were contacted. A survey of over 5,000 fourth- to eighth-graders who completed surveys in May 2006 showed that almost 59% of elementary school students and 61 % of middle school students reponed "having seen, read, or heard something about VERB Summer Scorecard" the previous sum mer. Of those who had heard about the Scorecard, 41.79i~, of elementary schuul students and 37% of middle school students

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Chapter 2: Steps in the Strategic Marketing Planning Process ~'" 31

'.lid that thev had filled out all or part of a :'corecard.

10 examine the influence program partici :iation may have had on physical activity, 'tuuents who filled out all or part of a ':'corecard were compared to those who did ,1ot complete a card. Results showed that students who participated in the Scorecard program were significanth' more likely to have played the prei'ious day than those who did not and also more likely to have tried a new activiti' in the last 2 months. The mean number of days of vigorous actii'ity and the mean number of times a tiveen was actii'e during the weekend were also significantlv higher among those ivho filled out all or part of a card than among those iiho did not.

Finally. the coalition also was successful in advocating for increased funding for the county

Parks and Recreation Department and the adoption and implementation of a state-of-the art School Wellness Policy for the public school district. At the state level, the coalition played an instrumental role in passing some of the strongest school nutrition and physical activity legislation in the nation. As a result, Kentucky ivas ranked # 1 in the nation in the School Foods Report Card, an evaluation of school food and beverage policies published by the Center for Science in the Public Interest (see report at card. pdf for more information).

In sum, the Lexington coalition has used social marketing to deSign a community-based intervention-the VERB Summer Scorecard and modified state and local policies that hold great promise in the fight against childhood obesity

MARKETING PLANNING: PROCESS AND INFLUENCES

To set the stage for dei'eloping a tactical social marketing plan, we begin with a description of the traditional marketing planning process, the evolution of the marketing concept, and a feii of the most recent shifts in marketing management philosophi'.

The Marketing Planning Process

In theory, there is a logical process to follow when developing a marketing plan whether one for a for-profit corporation, nonprofit organization, or public sector agencv. You begin with clarifving the purpose and focus for your plan; you move on to analYZing the current situation and environment, identifying target markets, establish ing marketing objectives and goals, conducting research to deepen your understand ing of your target audience, determining a desired positioning for the offer, and designing a strategic marketing mix (4Ps); and then you develop evaluation, budget, and implementation plans. Some conceptualize the process easier with these broader headings: Wlw are you cloing this? \\inere are you today? Where do you want to go? How are ::ou going to get there? How will you keep on track?

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PART I: UNDERSTANDING SOCIAL MARKETING

Evolution of the Marketing Concept

The cornerstone of the marketing concept is a customer-centered mind-set, one that sends marketers on a relentless pursuit to sense and satisfy target market wants and needs and to solve their problems-better than the competition. Marketers haven't always thought this way. Some still don't. This customer-centered focus didn't emerge as a strong marketing management philosophy until the 1980s and is con tra.sten with alternative philosophies in the following by Kotler and Keller.'! We have added a few examples relevant for social marketers:

? Tbe Production Concept is perhaps the oldest philosophy and holds that con sumers will prefer products that are Widely available and inexpensive, and therefore the organization's focus should be to keep costs down and access convenient. Early efforts to encourage condom use to prevent the spread of HIV/AlDS may have had this philo sophical orientation, unfortunately falling on deaf ears for those who did not see this behavior as a social norm and feared their partner's rejection.

? Tbe Product Concept holds that consumers will favor those products that offer the most quality. performance, or innovative features. The problem with this focus is that program and service managers often become caught up in a love affair with their product, neglecting to design and enhance their efforts based on customer wants and needs. It is otherwise known as the "build it and they will come" or "make it and it will sell" philosophy, one that may explain the challenges that community transit agencies face as they attempt to increase ridership on buses.

? Tbe Selling Concept holds that consumers and businesses ,viii probably not buy enough of the organization's products to meet goals if left alone, and as a result, the organization must undertake an aggressive selling and promotion effort. Communications (alone) encouraging adults to exercise and eat five or more servings of fruits and vegetables a day do not begin to address the barriers many in the target audience perceive-ones such as how to make time when holding down a full-time job or raising a family or simply not liking vegetables.

? Tbe J;farketing Concept is in sharp contrast to the product and selling concepts. Instead of a "make and sell" philosophy, it is a "sense-and-respond" orientation. Peter Drucker went so far as to proclaim, "The aim of marketing is to make selling superflu ous. The aim of marketing is to know and understand the customer so well that the product or service fits him and sells itself." \0 If 3 city utility's natural yard care workshop is exciting, and better vet those who attend 3re able to keep their I3wn weed-free With out the use of harmful chemicals, they are bound to share their enrhusi3sm and this newfound resource with their neighbors-and go back for more!

? Tbe Holistic J1arketing Concept is 3 21st-century approach, recognizing the need to have a more complete, cohesive philosophy that goes beyond traditional applications

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Chapter 2: Steps in the Strategic /I/larketing Planning Process

33

:' [he marketing concept. Three relevant components for social marketers include rela ,nship marketing, integrated marketing, and internal marketing. The Farmers' :.lrketing Nutrition Program of the U.S. Department of Agriculture encourages clients : [he Women, Infants. and Children (W1C) program to shop at farmers' markets for :'c::'sh, unprepared, locallv grown fruits and vegetables. Keys to success include relation -lip building (e.g., counselors in \;;nC offices who work with clients to overcome bar ',c::'rs to shopping at the markets such as transportation), integrated marketing (e.g., :,mners' stands at the market earn' similar signage and messages regarding the pro

-:ram as clients see in \>nc offices). and internal marketing (e.g., counselors in \XflC

?ffices are encouraged to visit the market themselves so they are more able to describe ~,laces to park and ,vhat clients are likely to find fresh that week).

Shifts in Marketing Management

Kotler and Keller also describe philosophical shifts in marketing management they believe smart companies have been making in the 21st century.ll A few with relevance IO social marketers in the planning process include the following:

? From marketing does the marketing to everyone does the marketing. Programs encouraging \'oung part\'goers to pick a designated driver are certainly supported (even funded) b\ more than public information officers within departments of trans portation. Schools. parents, police officers, law enforcement, judges. health care providers. ad\'ertising agencies. bars, and alcohol beverage companies help spread the word and reinforce the program-even President Clinton was featured one veal' in public sen'ice announcements promoting the practice.

? From olganizing by product units to organizing by customer segments. Clearly. an effecti\'e dro\Yl1ing pre\'ention program plan would need to have separate strategies-e\'en separate marketing plans-based on ages of children, with a potential separate focus on toddlers wearing life vests on beaches. voung children raking swim ming lessons, and teens kno\\'ing \\'here they can buy cool life vests-ones that won't "ruin their tan."

? From building brands through adl'ertising to building brands through pel/or mance and integrated cOlllmunications. In the opening case story for this chapter, a national campaign called VERB- It's What You Do ,vas mentioned, a campaign that, according to a 2006 article in the \?/al! Street Journal, not onlv had the "look and feel of slick ads from sports giants like :-\ike and Adidas" but aLso included unique interac tive components. Five hundred thousand yellow balls were distributed at schools, camps. and familv e\'ents around the country Each 6-inch rubber ball was imprinted with a unique number, and kids \\'ere asked to play with the ball and then log on to w\\,\\yerbno\\.com. \\'here they could fill out a blog about how they played with it. They

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PART I: UNDERSTANDING SOCIAL MARKETING

were to then pass the ball on to a friend, The goal was to let kids track where their yel low ball went and who played with it, Follow-up surveys showed that 70'){, to 80% of school kids ",ere aware of the VERB campaign, and, better yet, an article published in the medical journal Pediatrics reported that 9- and 10-year-old kids who had seen the VERB campaign reported one third more physical activity during their free time than kids who hadn't seen VERB,l"

? From focusing on profitable transactions to focl/sing on customer /{fetime

value, We would consider the approach many citv utilities take to increase recycling

among residential households as one focused on building customer relationships and

loyalty (to a cause), Manv begin with just offering a container for recvcling paper and then eventually offering those same households a separate container for glass and plas

.. '

tic. Some then take the next relationship-building step as they add containers for vard

waste and food waste to the mix, A few are now providing pickup of used cooking oils,

which can then be used to produce biodiesel fuel, and some cities (San Francisco for

one) are considering collecting pet waste and turning it into methane to use for heat

ing homes and generating electricitlc At least one state (Minnesota) also suggests to

customers that the\' put unwanted clean clothing and rags in a plastic trash bag and set

it out for pickup on regular curbside recycling days,

? From being local to being "glocal"-both global and local. Efforts by the U.S, Environmental Protection Agencv (EPA) to encourage households to use energy-saving appliances seems like a great example, where communications regarding ENERGY STAR? appliances and fix.tures stress the link between home energy use and air pollu tion and at the same time provide detailed information on how these options can both save ta.xpayer dollars and lower household utility bills,

TEN STEPS TO DEVELOP A SOCIAL MARKETING PLAN

Our first of several primers in this book is presented in Table 2,1, outlining the 10 dis tinct and important steps that are described brieflv in this chapter, Chapters 5-17 pro vide more detailed information on each step, and worksheets are also presented in Appendix A.

Although, for the most part, this outline mirrors marketing plans developed by product managers in for-profit organizations, three items in the model may jump out for some, First, that target markets are selected prior to establishing objectives and goals, In social marketing, our marketing objectives are to influence a behavior of a tar get market and therefore make it important to identify the target (e,g.. seniors) prior to determining the specific desired behavior the plan will influence (e,g" join a walk ing group), Second, that the competition isn't identii1ed in the situation analysis, Again, because we haven't decided at this point the specific behavior that will be influenced,

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