1. Sustainable food for the future; Social marketing – an essential tool for EHPs Jenny Morris, Principal Policy Officer, CIEH

3. Key trends, drivers and issues Food: an analysis of the issues. Cabinet Office. January 2008

4. A 21 st century food strategy Continuous improvement in food safety Healthier diets A more environmentally sustainable food chain Fair prices, choice, access to food and food security through the promotion of open, competitive markets Food Matters. Towards a Strategy for the 21 st century. Cabinet Office 2008

5. Food security Food: an analysis of the issues. Cabinet Office. January 2008

6. Food choice – positive and negative outcomes Food: an analysis of the issues. Cabinet Office. January 2008

7. The sustainability context

8. An environmentally sustainable food chain Environmental impacts Food production Greatest impact from growth and production e.g. livestock –water pollution, greenhouse gases etc Retail Store size, construction and location; transport; influence on consumer choice e.g. imported foods; supplier standards - environmental and packaging Consumers Use of transport, storage and preparation; waste; choice e.g. seasonality; eating out

9. Food chain contribution to GHG emissions

10. Transport emissions from food chain

11. Sustainability components? Business partnerships e.g. promoting corporate social responsibility Encouraging local sourcing, shortened food supply chains i.e. “food miles” Promoting waste reduction i.e. food and packaging Promoting recycling

12. Sharing good practice www.foodvision.gov.uk

13. Food Vision case studies Lancashire County and District Councils6 Councils in Cornwall

14. Barriers to change Some issues: Focus on EH as “regulators” Poor recognition of wider EH role/competence Need to showcase EH “success” Resource constraints – need to balance food safety activities with those for diet and health; food security and sustainability

15. A place for environmental health? Contribution to climate change agenda Health effects created Public and private sector partnerships required e.g. Regional Directors of Public Health initiatives CIEH support materials

16. Local Area Agreements

17. Sustainable Food in LAAs Outcomes National Indicators Examples of interventions and activities Environmental sustainability NI 185. CO2 reduction from LA operations NI 190. Achievement in meeting standards for the control system for animal health NI 197. Improved local biodiversity – active management of local sites Delivery of Strategy for Sustainable Farming and Food Encourage sustainable farming practices which improve biodiversity of natural environment Support Public Sector Food Procurement Initiative (PSFPI) Awareness campaigns to promote local and seasonal food

19. Effective communication Food Matters (2008)

20. And now - social marketing

21. “the systematic application of marketing and other concepts and techniques, to achieve specific behavioural goals, for a social or public good” for ‘social good’ marketing and other concepts and techniques systematic application behavioural goals “ Social marketing is the systematic application of marketing and other concepts and techniques, to achieve specific behavioural goals, for a social or public good” French, Blair-Stevens 2006 What is social marketing?

22. “ Social marketing is not about smarter campaigns or a new function for government departments – it is about a long term cultural change agenda built on deep “user” insight that will deliver significant benefits to society and the efficient management of public services” Ed Mayo, National Consumer Council

23. “It would be easy to just give the public (or business) information and hope they change behaviour but we know that doesn’t work very well. Otherwise none of us would be obese, smoke or break the law” Do we need social marketing?

24. What is the relevance for environmental health? EH works to improve standards Regulation is a limited tool Promotion of change is the goal Focus on being effective Social marketing is on the agenda

25. Making the distinction between: strategic & operational social marketing POLICY STRATEGY IMPLEMENTATION strategic social marketing operational social marketing Where can social marketing apply? Strategic social marketing Operational social marketing POLICY STRATEGY IMPLEMENTATION

26. To recap social marketing is not: Just social communication re-badged About telling people what to do A panacea or magic bullet Evil – it’s ‘marketing’

27. How to think about social marketing As ‘a mind set’ planned process ‘customer triangle’ ‘total process planning model’ As a mind set - concepts and principles As a process and set of techniques

28. 8 Benchmark criteria Customer orientation Behaviour Theory Insight Exchange Competition Segmentation Methods mix

30. Social marketing customer triangle 3 core concepts Insight Exchange Competition

31. Gaining insight Knowledge understanding Beliefs Attitudes Social norms Cultural norms Benefits Barriers Motivators Aspirations Values Fears Feelings Influences e.g. peers, family, role models

32. Developing actionable insights

33. Exchange COSTSBENEFITS The most important single central fact about a free market is that no exchange takes place unless both parties benefit Milton Friedman

34. Both areas contribute valuable expertise, skills, techniques and theory This means..... Using research to pinpoint the problem, understand why people do what they do and what might help them to change their behaviour Identifying “incentives” to sustain change Identifying and eliminating barriers to change “Outsmarting” the “competition”

35. Gaining insight- a short exercise Chinese Takeaway Behavioural Challenge Stores cooked food out of temperature control for long periods of time e.g. rice Small independent retailer Behavioural challenge Fails to remove all products before expiry of Use By date Tasks - Draw up a “pen portrait” based on the following questions: What are the beliefs, values, cultural norms? Who and what are the key influencers? What benefits are valued? What are the motivations ? What are the fears and concerns? What/who are the competition and how can they be overcome?

36. Social marketing customer triangle 3 core principles Behavioural goals Segmentation Intervention and marketing mix

37. A segmentation approach uses More than just demographics e.g. Geography; Socio-demographics; Psycho- graphics (behaviours/attitudes) A focus on target audience motivation Interventions tailored to specific segments

38. Segmentation “groups” YUPPIES Young Upwardly Mobile Professional People DINKE Double Income No Kids DUMP Destitute Unemployed Mature Professional PIPPIE Person Inheriting Parents Property SCUM Self Centred Urban Male SILKY Single Income Loads of Kids SINBAD Single Income No Boyfriend Absolutely Desperate SITCOM Single Income Two Children Outrageous Mortgage WOOPIE Well-Off Older Person LOMBARD Loads Of Money But A Right Dickhead

39. The importance of segmentation MESSAGE Remove out of date foods – they could harm people Oh no – how am I going to do that everyday So what? Hmm, they didn’t say anything about drinks though so that’s ok But it’s really unlikely and they might not... And I’ve got to make a profit

40. The UK “Eating out” market 2005 Food: an analysis of the issues. Cabinet Office. January 2008

41. Social marketing – “a paradigm shift” Professional ‘direction’ Selling/telling Awareness raising Adult – Child One off Problem General audience Central command Customer led Marketing/exchange Behavioural change Sustained Opportunity Segmented audience Networks

42. Crafting ‘our messages’ communicating the messages Communications & message based approach accurate / relevant / clear creative / clever / funny / impactful / interesting / attention grabbing / etc Starts with the customer and what’s important to them Customer based social marketing approach understanding the customer directly informing intervention options (intervention mix & marketing mix) generating ‘insight’ what ‘moves & motivates’ Difference in approach

43. What’s going on? ‘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 Basic insights: Selling of ‘health’ and longer term benefits, or ‘being good’ very unmotivating – avoid (can be counter motivating) Connect to ‘own views’, not being conned, link to a cause & rebellion, ensure social & fun benefits are strong eg: ‘Truth’ campaign approach www.wholetruth.com ‘Customer based’ social marketing approach understanding the customer directly informing intervention options (intervention mix & marketing mix) generating ‘insight’ what ‘moves & motivates’ Example: Young people & smoking:

44. Identifying the intervention mix Formative research What is the problem? What is the context? Who will be the target audience? How do they think and behave about the problem? What ‘product’ will appeal? How can you best reach the audience? What messages and materials would work best? What is the best intervention mix?

45. Influencing behaviour – four key elements Education Inform and advise Build awareness Persuade and inspire Design Environmental and physical context Design and engineer “bespoke” systems Increase availability Improve distribution Control Legislate, regulate Enforce Set standards Support Toolkits Business support Recognise success eg Awards

46. Starting from “where the customer is at” INFORM educate communicate advise unaware or not considering attempting but not succeeding contemplating but not yet acting actively resisting or entrenched “ nothing to do with me ” “its just too hard ” “ don’t give a damn ” SOCIAL MARKETING Tailoring interventions to take full account of where the customer is starting from CONTROL require enforce legislate SUPPORTDESIGN

47. A social marketing intervention mix CONTROL SUPPORT INFORM DESIGN social marketing intervention Social marketing considers how to utilise each area & get an appropriate balance or ‘mix’ between different ways to influence behaviour, based on different needs and wants of different consumers, driven by consumer insight

48. Both areas contribute valuable expertise, skills, techniques and theory This means... Being clear about the change sought and how it will be measured Identifying specific groups with common behaviours, culture, knowledge, norms etc (segmentation) in order to create targeted solutions Creating an “offer you can’t refuse” Doing more than communication and awareness raising

49. “The Chitterlings story” The problem Traditional seasonal product (Nov/Dec) Home prepared by African American community (US) Severe diarrhoea outbreaks (infants predominantly)

50. “The Chitterlings story” (2) The solution - Pre-boil for 5 minutes “The old approach” - Leaflets, campaigns, posters The outcome - No change

51. The social marketing approach Understand the barriers -Not the way we do it traditionally -Might not taste so good Overcome the barriers -Find the community “power” i.e. the matriarchs -Use community channels to pass the message -Show it still tastes good -Promote the message widely New outcome -Year on year reduction in cases

52. Superficial adoption won’t deliver Using the language of social marketing without applying its disciplines Only applying social marketing principles to operational issues Getting a few practitioners to take up social marketing Three traps we need to avoid

53. Future action Provision of centralised resources eg links to research information Case studies of effective practice Planning tools Practitioner training Evaluation tools

54. Ongoing developments National Social Marketing Centre Planning tools Evaluation tools Case studies of effective practice One stop shop for research FSA/NSMC/CIEH partnership Development of training course CIEH Wider training needs review

55. Resources and presentations Links to other social marketing projects – evidence and best practice via case study database Training and workshops Project management and advice Research and evaluation – ‘one stop shop’ Commissioning support and resources Regional Development and Support Managers Support available from NSMC

56. www.nsmcentre.org.ukwww.brilliantfutures.org

58. National Social Marketing Centre http://www.nsms.org.uk Social marketing support

59. Conclusions “If we continue to do what we’ve always done, we will only get what we’ve always got.” “Currently we are missing a trick by failing to fully realise the potential of social marketing.” (NSMC 2005)

60. Thankyou