India Presentation
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India Presentation
- 1.
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- 3. Delivering our Scale of Ambition
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- 7. Introduction Understanding our Customers/Audiences John Bromley
- 8. Expert defined objectives and targets Expert knows best model
- 9. Consumer wants and needs Insight driven model
- 10. Difference of approach
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- 13. Customer Orientation Developing a full understanding of your audience, based on good market and consumer research and combining data from different sources.
- 14. “ Customer intelligence is now a key factor in differentiating winners from the losers..” Business Week Best Performers 2007
- 15. Developing Insight Marketing is driven by ‘insights’ that are able to provide a guide for selecting and developing programmes.
- 16. Act on ‘insight’ – what really motivates people?
- 17. What moves and motivates!
- 18. It’s not just about collecting lots of data…
- 19. … but developing ‘actionable insights’ Moving beyond the data • Important to move away from simply identifying and collecting a wide range of information, data and intelligence • Towards identifying potential ‘insights’ within the data and intelligence – and then testing these with the audience
- 20. Source: Government Communications Network The journey…
- 21. Segmentation Using segmentation to look at the audience and try to identify sub-groups (segments) that may have similar needs, attitudes or behaviours.
- 22. Segmentation Young Upwardly Mobile Professional People Double Income No Kids Destitute Unemployed Mature Professional Person Inheriting Parents Property Self Centred Urban Male Single Income Loads of Kids Single Income No Boyfriend Absolutely Desperate Single income Two Children Outrageous Mortgage Well-Off Older Person YUPPIES DINKE DUMP PIPPIE SCUM SILKY SINBAD SITCOM WOOPIE
- 23. The importance of segmenting English Language Programme
- 24. The importance of segmenting English - Marketing Strategy based on insight/segmentation Break down the audience into clusters with targeted marketing programmes for each group
- 25. Competition Understand what competes for the time and attention of the audience - internally (psychological) and externally
- 26. everyday life ! ‘ Competition’
- 27. reality check ‘ Competition’
- 28. Exchange Understand what the person has to give (costs) in order to get the benefits proposed.
- 29. costs benefits A balancing act
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- 35. ‘ Got Milk’ campaign
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- 40. Using Marketing tools can help you get the right product Marketing needs to be involved at the start, middle and end of the product development process
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- 54. Segmentation in the Automotive sector eg: Honda
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- 58. The importance of segmenting English Language Programme
- 59. The importance of segmenting Product/programme Strategy based on segmentation Break down the audience into clusters with targeted and differentiated marketing programmes/products for each group
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- 64. Difference of approach
- 65. www.wholetruth.com Example: Young people & smoking ‘ What moves & motivates’: - Own views not those received from ‘authority’ - Self-perception of maturity: ‘an adult’ not ‘a child’ - Move away from parents influence and teachers - Importance of peer views & approval - Fun, social benefits, enjoying attention & ‘causes’ - Questioning, challenging, rebellion, streetwise - Living in ‘the now’ less concern for distant future
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- 69. Percent in Florida public middle and high school students Who smoked cigarettes on one or more of the past 30 days
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- 73. ‘ Think Road Safety’ Campaign
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- 75. Think Video
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- 81. ‘ Competition’ everyday life !
- 82. ‘ Competition’ reality check
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- 87. Objectives, Audiences, insight Benefits Barriers Product implement Impact - objectives A Final thought!
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Notas do Editor
- Before we get started, I’d like first to give you a quick introduction to the NSM Centre itself. The NSM Centre is a strategic partnership between the Government (Department of Health) and the National Consumer Council in England. The partnership was first established in 2005 to undertake an independent review of health-related campaigns and social marketing across Government This found strong evidence that social marketing can and does work, but that support was needed to build skills and capacity in the field across Britain. In the ‘Choosing Health’ Public Health White Paper, and in the NCC report ‘It’s our health!’ (June 2006) recommended founding a National Social Marketing Centre to address this need. The Centre was officially opened in December 2006, and has 6 core work programmes. Currently it’s main funding comes from the Department of Health. It therefore has a particular focus on working with people to improve the impact of health-related interventions. Part of this work involves developing commissioning expertise. Developing commissioning guide for DH – will be available – WHEN?
- Everything is led by our vision and our purpose. Everything we do is to advance cultural relations – the building of engagement and trust between people of different cultures through the exchange of knowledge and ideas There are three main initiatives:- 1. Cultural Relations Leadership We want to be a world leader in cultural relations, in the UK and globally. We will attract and find more partners to work with us. 2. Business Transformation We want to transform the way we work so we can invest a greater proportion of our income in our cultural relations work. We want to attract partners in the UK and around the world into funding, delivering and supporting cultural relations We will find £25m over two years (2009/10 and 2010/11) to fund investment in transformation and growth which will come largely, but not exclusively, from efficiency savings in the UK and business support services globally. Programmes that are not delivering enough impact may also be stopped and the money diverted into higher impact work. 3. Doubling English One our first priorities will be to use efficiency savings and some of our reserves to invest in rapidly growing our English & Exams business to double its revenue and impact. There is evidence from previous recessions that spend on education, including E&E services, remains strong during a downturn
- Before we get started, I’d like first to give you a quick introduction to the NSM Centre itself. The NSM Centre is a strategic partnership between the Government (Department of Health) and the National Consumer Council in England. The partnership was first established in 2005 to undertake an independent review of health-related campaigns and social marketing across Government This found strong evidence that social marketing can and does work, but that support was needed to build skills and capacity in the field across Britain. In the ‘Choosing Health’ Public Health White Paper, and in the NCC report ‘It’s our health!’ (June 2006) recommended founding a National Social Marketing Centre to address this need. The Centre was officially opened in December 2006, and has 6 core work programmes. Currently it’s main funding comes from the Department of Health. It therefore has a particular focus on working with people to improve the impact of health-related interventions. Part of this work involves developing commissioning expertise. Developing commissioning guide for DH – will be available – WHEN?
- Moving away from an expert knows best model, where its only at the implementation stage that public wants and needs are considered to a public driven model
- Where we start by listening to the public/consumer and what there needs and wants are – As Gordon Brown said when he took over as prime minister.
- Like commercial marketing, social marketing starts with the customer first. Do you just focus on the one problem area or do you focus on understanding theie life as a whole and how that problem area fits with the rest of their life It looks at the ‘customer in the round’ – focuses on understanding their lives as a whole and in all aspects, rather than JUST considering one particular ‘problem area’ Involves RESEARCH – focus groups, qualitative and quantitative data collection, stakeholder engagement. Not just collection of data for its own sake. Mass of information exists. Some in private sector Through a real knowledge of the customer, social marketing can then deliver interventions that respond to individuals’ actual needs, circumstances or ambitions.
- The emphasis is on gaining insight into what moves and motivates the customer its not just about collecting data Aim = to identify key factors that influence a particular behaviour. = to understand WHY people behave in the way that they do (what they think, feel, believe) Need to understand data and then generate the insight
- Advertisers use it! so should we. What moves people? Why do they act as they do? How can we use that insight to generate change? e.g. if children won’t take school meals because they aren’t ‘cool’ – what can we do to use that insight and make it into action? School food clubs, make food fun, cooking lessons, parents involved, food fun days… If men aren’t using stop smoking services because there’s a ‘women’s hour’ feel to them – what can we do? Dad’s clubs, men sessions, blokey campaigns… If people aren’t attending for breast screening because it’s inconvenient to get to the hospital – how can we overcome that? Screening services in supermarket carparks, easier appointment system etc etc. Understand what motivates people and use that understanding
- i.e. identifying distinct sub-groups within the more general population. … the process of subdividing a market into distinct subsets of customers that behave in the same way or have similar needs. Ideally, each consumer should be treated differently and made a unique offering. This isn ’ t practical, so consumers are grouped according to similarity of needs/desires … Remember – hedonist exercise at start of presentation – crude example of segmentaion
- Also have examples of segmentation – heard of – quick quiz to see if you know them
- Almost need to think about segmentation before you start which sub groups will you be focussing on – Also need to be flexible might have to change focus if research dictates Eg Chlamydia demonstration site - focus on teenage girls screening but research showed GPs not offering service
- Who is your competition? Never get a commercial company ignoring competition – can we We see so many messages everyday – health ones as well as commercial ones – how do we compete – particularly with commercial organisations – budgets, firepower we can’t – should we – can we work in partnership? Eg MTV breakfast club – Food Dudes and Aldis – in particular the research and customer understanding Internal competition – tyranny of small decisions – yes go to the gym – how many going to the gym after the conference? How may actually go as tired after today – work to do family to see! Also have to face fear of failure self- belief
- “ working with people to generate solutions to behaviour challenges” working to realise the potential of effective social marketing National Social Marketing Centre The NSM Centre is a strategic partnership, between the Government and the National Consumer Council in England. The partnership was first established in 2005 to undertake an independent review as a cross-Government commitment made in the ‘Choosing Health’ Public Health White Paper, and in June 2006 the ‘It’s our health!’ review report was published. The NSM Centre was formally launched by the cross-Government Minister for Public Health, Caroline Flint on 11 th December 2006 and works to develop and build capacity and skills in social marketing. Currently it’s main funding comes from the Department of Health. It therefore has a particular focus on working with people to improve the impact and effectiveness of health-related interventions, programmes and campaigns at the national and local levels, by integrating effective strategic and operational social marketing approaches. c/o National Consumer Council 20 Grosvenor Gardens, London, SW1W 0DH 0207 881 3045 [email_address] www.nsmcentre.org.uk www.ncc.org.uk
- “ working with people to generate solutions to behaviour challenges” working to realise the potential of effective social marketing National Social Marketing Centre The NSM Centre is a strategic partnership, between the Government and the National Consumer Council in England. The partnership was first established in 2005 to undertake an independent review as a cross-Government commitment made in the ‘Choosing Health’ Public Health White Paper, and in June 2006 the ‘It’s our health!’ review report was published. The NSM Centre was formally launched by the cross-Government Minister for Public Health, Caroline Flint on 11 th December 2006 and works to develop and build capacity and skills in social marketing. Currently it’s main funding comes from the Department of Health. It therefore has a particular focus on working with people to improve the impact and effectiveness of health-related interventions, programmes and campaigns at the national and local levels, by integrating effective strategic and operational social marketing approaches. c/o National Consumer Council 20 Grosvenor Gardens, London, SW1W 0DH 0207 881 3045 [email_address] www.nsmcentre.org.uk www.ncc.org.uk
- Often offering long term, delayed benefits, in exchange for immediate costs – effort, discomfort, change of habit/ routine, cost… Easy to see the exchange in a commercial sector – 40p for a Mars Bar – there’s the cost here is the benefit How do we make it clear easy, fun and popular How do we reduce the barriers and increase the incentives
- Mammogram = fear of finding cancer, painful pressure, wait time, finding a parking place, going to the hospital, cold metal surfaces, having to wait a week for the results Increase benefits = Heat mental surfaces, reduce wait time, provide valet parking, etc. So, Consider the completion Can you decrease your costs relative to the completion? Can you increase monetary or nonmonetary benefits?
- Mammogram = fear of finding cancer, painful pressure, wait time, finding a parking place, going to the hospital, cold metal surfaces, having to wait a week for the results Increase benefits = Heat mental surfaces, reduce wait time, provide valet parking, etc. So, Consider the completion Can you decrease your costs relative to the completion? Can you increase monetary or nonmonetary benefits?
- They had not looked at the product
- When they changed the product, sales increased and still going well in US market
- In the 1960’s the American company divided the European market into three broad categories – international sophisticate, semi-sophisticate, provincial. Geography Demographics (including income, size of population) Psychographics (values, attitudes and lifestyles) Behavioural characteristics Benefits sought Segmentation = greater impact Can Segment to find accessible and cost effective audiences There is NO such thing as ‘ Targeting the General Public’
- Put up your hand if you have heard of the brand honda Now keep your hand in their air if you know someone who owns or has owned a honda Still keep your hand in the air if or a close family member owns or has owned one Finally keep your hand in the air if you currently own a honda This is a form of segmentation based on behaviour I have done with you I have a colleague who used to work for Honda and she helped them develop their marketing strategy for the new 4X4 cars as that is the only really profitable car market currently
- civic
- Fit
- Element
- Almost need to think about segmentation before you start which sub groups will you be focussing on – Also need to be flexible might have to change focus if research dictates Eg Chlamydia demonstration site - focus on teenage girls screening but research showed GPs not offering service
- TV, radio & print ads Youth advocacy groups & grassroots activism ‘ Truth’ tour - 13 city train ride & concert series Website & online advocacy activities Branding ‘Truth’ Merchandising - T-shirts, caps, etc.
- “ working with people to generate solutions to behaviour challenges” working to realise the potential of effective social marketing National Social Marketing Centre The NSM Centre is a strategic partnership, between the Government and the National Consumer Council in England. The partnership was first established in 2005 to undertake an independent review as a cross-Government commitment made in the ‘Choosing Health’ Public Health White Paper, and in June 2006 the ‘It’s our health!’ review report was published. The NSM Centre was formally launched by the cross-Government Minister for Public Health, Caroline Flint on 11 th December 2006 and works to develop and build capacity and skills in social marketing. Currently it’s main funding comes from the Department of Health. It therefore has a particular focus on working with people to improve the impact and effectiveness of health-related interventions, programmes and campaigns at the national and local levels, by integrating effective strategic and operational social marketing approaches. c/o National Consumer Council 20 Grosvenor Gardens, London, SW1W 0DH 0207 881 3045 [email_address] www.nsmcentre.org.uk www.ncc.org.uk
- “ working with people to generate solutions to behaviour challenges” working to realise the potential of effective social marketing National Social Marketing Centre The NSM Centre is a strategic partnership, between the Government and the National Consumer Council in England. The partnership was first established in 2005 to undertake an independent review as a cross-Government commitment made in the ‘Choosing Health’ Public Health White Paper, and in June 2006 the ‘It’s our health!’ review report was published. The NSM Centre was formally launched by the cross-Government Minister for Public Health, Caroline Flint on 11 th December 2006 and works to develop and build capacity and skills in social marketing. Currently it’s main funding comes from the Department of Health. It therefore has a particular focus on working with people to improve the impact and effectiveness of health-related interventions, programmes and campaigns at the national and local levels, by integrating effective strategic and operational social marketing approaches. c/o National Consumer Council 20 Grosvenor Gardens, London, SW1W 0DH 0207 881 3045 [email_address] www.nsmcentre.org.uk www.ncc.org.uk
- Mammogram = fear of finding cancer, painful pressure, wait time, finding a parking place, going to the hospital, cold metal surfaces, having to wait a week for the results Increase benefits = Heat mental surfaces, reduce wait time, provide valet parking, etc. So, Consider the completion Can you decrease your costs relative to the completion? Can you increase monetary or nonmonetary benefits?