JANUARY 2019 Brand and Marketing 360 Landscape Assessment Authors: Anne Williams, Chris Jones, Chastain Mann, Nora Miller, Donna Sherard Point of contact: Chastain Mann, [email protected]
ACKNOWLEDGEMENTS Mann Global Health’s Branding and Marketing 360 (BAM360) project team would like to thank the many individuals who supported the development of context, themes, and insights outlined in this report. The members of the Steering Committee at the Bill & Melinda Gates Foundation – Sohail Agha, Mary Aikenhead, Julianne Lee, Nomi Fuchs-Montgomery, Blair Hanewall, Krishna Jafa, Tracy Johnson, Maren Rhodin, and Maaya Sundaram – who provided input and guidance throughout the project. The donors and public health professionals and private sector marketing practitioners who generously gave their time to be interviewed to inform our insights and recommendations.
MGH’s work on the BAM360 project – to understand whether and how the discipline of marketing can be applied most effectively to improve the impact of global health and development products and services – is made possible by the generous support of the Bill & Melinda Gates Foundation.
Published in 2019.
Cover photo: Judy Fitch Report designed by Brevity & Wit, LLC. BAM360 LANDSCAPE ASSESSMENT TABLE OF CONTENTS 3
Table of Contents
04 OVERVIEW
05 DEFINITIONS
09 PRIVATE SECTOR MARKETING – BEST PRACTICES AND RECENT DEVELOPMENTS 09 Consumer Focus 13 Brand Strategy 17 Bringing the Brand and Marketing Program to Life 19 Measurement
21 MARKETING BEST PRACTICES BAM360 TOOL
23 SOCIAL SECTOR STAKEHOLDER INSIGHTS 23 Opportunities to Leverage Marketing Best Practices 26 Barriers to Adopting Better Marketing Practices 28 Human Centered Design – A successful example of applying best practices
30 LITERATURE REVIEW: BRANDING AND MARKETING IN THE DEVELOPMENT SECTOR 30 Background 30 Methods 31 Overall Findings 38 Conclusions
39 DEVELOPMENT SECTOR BEHAVIOR CHANGE FRAMEWORKS
44 APPENDICES 44 Appendix A: Marketing Practitioners Interviewed 45 Appendix B: References for Private Sector Marketing Best Practices and Recent Developments 49 Appendix C: Development Sector Stakeholders Interviewed 50 Appendix D: References for Branding and Marketing in Development Sector Literature Review 54 Appendix E: Recommendations for Further Reading BAM360 LANDSCAPE ASSESSMENT OVERVIEW 4
Overview Purpose This landscape assessment completes Phase 1 of the Branding and Marketing 360 (BAM360) project. It gives us common language and informs our thinking on best in class marketing, enabling us to evaluate development sector marketing programs and to develop case studies in Phase 2 of this project. It also gives us a foundation for understanding what has been done to evaluate brand and marketing effectiveness in development sector initiatives, and provides us with initial insights on opportunities and challenges that we will summarize in the final report.
The landscape assessment includes:
Definitions of marketing related terms; Findings on marketing best practices and latest developments from the private sector (based on interviews with private sector marketing practitioners and business and marketing literature); The “Marketing Best Practices BAM360 tool,” which has been developed and refined throughout this project and is intended to both guide and evaluate marketing and brand programs and initiatives; Findings on opportunities and challenges in applying the discipline of marketing in the development sector (based on interviews with development sector stakeholders); Findings from our development sector literature review, intended to identify and synthesize the approaches that have had the most significant impact on branding and marketing in the development sector; A compilation of marketing, social marketing, and behavior change tools and frameworks used in global health and development.
BAM360 Project Objective The goal of the Branding and Marketing 360 (BAM360) project is to understand whether and how the discipline of marketing can be applied most effectively to improve the impact of global health and development products and services. Our objectives are to understand:
The effectiveness of marketing (social marketing, brand development, social and behavior change communications) in global health and development to date; The lessons that can be learned from private sector marketing for application in the social sector; and The conditions that must be in place for marketing in support of global health and development to be successful in developing countries (why branding and marketing efforts have or have not worked).
Phased Project Approach The project team is undertaking this work in three phases:
1. In the landscape assessment phase, MGH has defined global best practices and recent developments in private sector marketing, and identified what has been done in terms of understanding marketing effectiveness in support of global health and development. 2. In the brand and marketing evaluation phase, MGH will assess the brand and marketing effectiveness in private and development sector programs and initiatives, using the “Marketing Best Practices BAM360 tool” to guide our approach. This phase is intended to help us develop insights on what works, what doesn’t, conditions for success, and root causes for failures. 3. In the final report phase, we will synthesize all learning and present recommendations. We will also include a final version of the “Marketing Best Practices BAM360 tool” with descriptions and criteria for developing and evaluating marketing and branding initiatives. We also propose a brown bag for program officers and final workshop to review findings with the Steering Committee. n BAM360 LANDSCAPE ASSESSMENT DEFINITIONS 5
Definitions
The following definitions are provided to create clarity and a common language among the BAM360 team andBMGF Steering Committee. Where possible, we used definitions from industry and from practice area thought leaders. In some instances, we saw the need to provide our own definitions, which we highlighted in a text box. In these cases, we provided additional definitions and descriptions to show the range of thinking and interpretation.
AUDIENCE (OR TARGET AUDIENCE) The group of people who are the intended recipients of a marketing initiative (product, service, or communication). Because this report is particularly focused on private sector marketing best practices and developments, we often use Consumer or Customer to represent this concept, as that is the language most often used by private marketing practitioners.
BRAND While many books have been written about brands and branding, it is difficult to find a definition that is both concise and not lacking in some important aspect. Our definition takes inspiration from thought leaders and existing definitions:
A brand is a strategic asset with a reputation.
Our recommended definition emphasizes the brand as a strategic asset, which implies both value and the need for strategic resource management (akin to facilities, equipment, or inventory resource management). This definition also makes it clear that the brand is what people believe it to be, whether the brand associations are intended (e.g., resulting from packaging, communications, customer service, etc.) or unintended (e.g., resulting from corporate mistakes, false news, etc.). We also like that this definition is easily memorable.
In the section that follows we have included definitions that we consulted and find helpful in demonstrating the breadth of ideas and nuances associated with the concept of “brand:”
“A brand is the sum of all expressions by which an entity (person, organization, company, business unit, etc.) intends to be recognized.” Interbrand, a global branding consultancy. (Source: Interbrand).
“A brand [is] an expression of the company’s strategic intent” (Max Urde, Researcher and Brand Strategist, Brand orientation, A Mindset for Building Brands into Strategic Resources, p. 123).
“Brands are marketing tools that create mental representations in the minds of consumers about products, services, and organizations. Brands create schema that help consumers decide whether to initiate or continue use of a product or service.” Doug Evans, Director of Public Health Communication and Marketing Programs, George Washington University (Systemic Review of Health Branding, 2015, p. 24).
“…an organization’s promise to a customer to deliver what the brand stands for not only in terms of functional benefits but also emotional, self-expressive, and social benefits… more than delivering on a promise. It is also a journey, an evolving relationship based on perceptions and experiences that a customer has every time he or she connects to the brand.” David Aaker, “father of modern branding” (Aaker on Branding, 20 Principles that Drive Success, p. 1).
“…A brand legitimizes the consumer – the individual’s and community’s origin and authenticity. A brand is no longer a flat sign for corporate identification, a 2-dimensional logo plastered on the outside of a bottle. Brands are distinctive markers of human identity.” Doug Atkins, Brand Strategist (The Culting of Brands, p. 115)
“Brands are a means to an end, and the end is this: to create and cultivate profitable, long-term relationships with customers.” Roland T. Rust, Customer Centered Brand Management, HBR, Sept 2004. BAM360 LANDSCAPE ASSESSMENT DEFINITIONS 6
BRAND EQUITY “The sum of customers’ assessments of a brand’s intangible qualities, positive or negative.” (Source: Harvard Business Review).
BRAND MANAGEMENT Brand management was developed by Procter and Gamble in the 1930s to focus and organize resources to grow brands. This involved developing a brand management (marketing) function to understand consumer behavior, develop and execute marketing and innovation plans to deliver brand growth, and analyze brand performance against sales and other objectives (profitability, brand health, etc.).1
CAMPAIGN An advertising or marketing campaign is a set of coordinated, specific activities that are based on a common theme and are designed to promote a product, service, or business through different advertising media. http://www.marketing-dictionary. org/Campaign.
The term can be used to describe any set of coordinated marketing activities for any length of time. For example, a social media campaign may describe a program that takes place over the course of a few weeks or months. Alternatively, the term can be used to describe a marketing program that takes place over a long lifespan, such as Got Milk, Share a Coke, Absolut Vodka, etc.
CUSTOMER EQUITY “The sum of the lifetime values of all the firm’s customers, across all the firm’s brands.” https://hbr.org/2004/09/customer- centered-brand-management.
DEMAND CREATION An insights-driven approach to increase awareness and use of behaviors, products and services among specific audiences. Successful demand creation involves communications that connect emotionally with specific audiences rather than using rational appeals. https://www.prepwatch.org/insight2impact/videos/.
FREQUENCY Measures the average number of times an individual is exposed to a marketing message. http://www.marketing-dictionary. org/Frequency.
HUMAN-CENTERED DESIGN “A problem-solving process that starts with the people you’re designing for and ends with new solutions that are tailor made to suit their needs. Human-centered design includes 3 phases: (1) inspiration – learning on the fly and being open to creative possibilities, (2) ideation – coming up with lots of ideas, developing and testing protypes, integrating feedback, and (3) implementation – launching the idea.” https://www.ideo.org/approach.
INSIGHT Merriam-Webster defines an insight as, “the power or act of seeing into a situation; the act or result of apprehending the inner nature of things or of seeing things intuitively.”2 While it is easy to define the word, it is difficult to understand why we need insights and what makes an insight a great one. Based on our experience, online research, and interviews with marketing practitioners, we define insights as follows:
1https://www.theatlantic.com/business/archive/2011/10/how-brands-were-born-a-brief-history-of-modern-marketing/246012/ 2https://www.merriam-webster.com/dictionary/insight BAM360 LANDSCAPE ASSESSMENT DEFINITIONS 7
Insights enable marketers to create products, services, and communications that resonate with the target audience and inspire them to think and feel differently about a situation. Insights are the fundamental building blocks of marketing.
A great consumer insight is one that: (1) Involves tension; (2) is true, but not obvious; (3) strikes an emotional response in the intended audience; (4) inspires the audience to think or feel differently.
MARKETING While there are many definitions of marketing, they lack specificity on the role and scope of the marketing function. For example, the following definition from the American Marketing Association is accurate, but it does not clarify marketing’s role and responsibility areas:
“The activity, set of institutions, and processes for creating, communicating, delivering, and exchanging offerings that have value for customers, clients, partners, and society at large.” https://www.ama.org/AboutAMA/Pages/Definition-of-Marketing. aspx.
Given the BAM360 project scope and emphasis on driving demand for public sector goods, services, and behaviors, we propose a definition that is consistent with the responsibilities of the enterprise-wide P&L role, to include both strategy and commercialization. We also find it helpful to clarify that all marketing is behavior change, whether focused on driving preference for product A over product B, or on driving the adoption or cessation of a behavior.
Marketing encompasses the range of activities practitioners employ to influence behavior. These include: (1) Understanding: understanding the audience and context, and mining insights; (2) Identifying solutions: developing products, services, communications, etc. to serve the audience; (3) Bringing the solutions to life: through pricing, distribution, audience engagement, communication and media planning; and (4) Understanding results and implications: monitoring and evaluating program performance, adjusting programs to deliver objectives. These activities may also include the development and management of brands.
360 MARKETING Marketing communications that reach the consumer with a cohesive and relevant message at the most important communication touchpoints (a touchpoint designates a place or moment when a consumer comes in contact with the product, service, or campaign) along the consumer’s journey toward the intended behavior change.
MARKETING MIX The “mix” of marketing channels – TV, radio, out of home, print, social media, events, interpersonal communication, etc. – used in a campaign. Marketing mix may also be used to refer to the 4 Ps (product, placement, pricing, and promotion).
MARKETING MIX MODELING “Marketing mix modeling looks at the historical relationships between marketing spending and business performance in order to help you determine your business drivers and how much you should spend—along with the best allocation across products, markets, and marketing programmes.” https://www.nielsen.com/eu/en/solutions/capabilities/marketing-mix- modeling.htm. BAM360 LANDSCAPE ASSESSMENT DEFINITIONS 8
MARKETING VEHICLES The vehicles that can be used to reach consumers, including the product itself (including packaging), media channels and activation such as events. Paid media channels include traditional media such as newspapers, magazines, billboards, direct mail, radio, and television. Tactics such as content development, media programming, product placement, and advertorials are also included; digital media such as websites, social media, email, mobile and display ads, and search engines; out of home media such as billboards, vehicle wraps, etc.; and in store or retailer media, including in store signage or other retail program (emails, retailer loyalty programs). Marketing vehicles can also include grassroots activation, such as product sampling and community events and education.
SEGMENTATION Segmentation guides companies in tailoring their products or services to the groups who are most likely to purchase them. https://hbr.org/2006/02/rediscovering-market-segmentation. Segmentation can be used to develop a brand strategy and marketing program (for example, a psychographic segmentation that helps marketers understand the attitudes, values, and beliefs of consumer segments within their given category), or to address a specific business situation (for example, a buying behavior analysis that identifies loyal users vs. switchers vs. non-users, or a customer lifetime value analysis that segments consumers by profitability).
SOCIAL AND BEHAVIOR CHANGE COMMUNICATION (SBCC) SBCC is the use of communication to change behaviors, including service utilization, by influencing knowledge, attitudes and social norms. More than just an advertisement or website, SBCC coordinates messaging across a variety of communication channels to reach multiple levels of society. (Johns Hopkins University Center for Communication Programs Health Communication Capacity Collaborative: https://healthcommcapacity.org/hc3resources/what-is-sbcc/).
SOCIAL MARKETING There are many definitions of social marketing; there are 14 in the opening chapter of Nancy Lee and Philip Kotler’s definitive social marketing textbook, Social Marketing, Changing Behaviors for Good. We provided below two definitions: the first is the one referenced by Kotler and Lee; the second is from the DKT website.
“Social marketing is a process that uses marketing principles and techniques to change target-audience behaviors that will benefit society as well as the individual. This strategically oriented discipline relies on creating, communicating, delivering, and exchanging offerings that have positive value for individuals, clients, partners, and society at large.” –N. R. Lee, M. L. Rothschild, and W. Smith, “A Declaration of Social Marketing’s Unique Principles and Distinctions,” as published in Social Marketing, Changing Behaviors for Good, 2016).
Social marketing works by leveraging the power and efficiencies of the private sector, including existing commercial infrastructure, incentives and methodologies. The goals of social marketing are: 1) to ensure wide availability of high-quality, affordable products by building supply chains to register, import and distribute these products to a wide range of sales outlets and 2) to create demand through the development of integrated, evidence-based behavior change campaigns. https://www.dktinternational.org/services/contraceptive-social-marketing/.
THEORY OF CHANGE A model, typically illustrated, which describes how the activities and outcomes of a specific intervention are expected to result in a desired change. A ToC also shows the causal pathways between an intervention and shorter, intermediate and longer-term outcomes. USAID Learning Lab. https://usaidlearninglab.org/lab-notes/what-thing-called-theory-change. n BAM360 LANDSCAPE ASSESSMENT PRIVATE SECTOR MARKETING 9
Private Sector Marketing – Best Practices and Recent Developments
This section outlines best practices and recent developments in private sector marketing. We drew on the team’s professional experience, interviews with 14 private sector marketing practitioners, business publications, and case study research to develop these findings (see Appendixes A and B).
While many of the best practices and latest developments are grounded in the US market, our research suggests that these approaches are foundational, and we find examples of these practices throughout the globe. For example, a recent publication in the African Journal of Marketing Management documents the marketing success of Safaricom, with the intention of demonstrating the strategies, similar to those outlined below, that might be successful for other companies.3 We also found concepts such as customer centricity (audience focus), brand purpose, and creating experiences among the top brand trends across leading brands in developed and LMIC markets alike.4 Finally, we have been using these concepts (as part of our BAM360 tool) to assess brands and marketing programs in Africa (through a team of African Leadership University students). So far, we’ve found examples of these concepts in use across multiple sectors, including brands such as: Nandos (quick serve restaurant), Vlisco (fashion), Dettol (FMCG), Omo (FMCG), Always S. Africa (FMCG), and MTN (telecom).
We note that the discipline of marketing, whether practiced in the commercial or development sector, is vast, making a complete documentation of best practices and recent developments impractical. We have therefore organized the most important findings into four content areas: (1) consumer (audience) focus; (2) brand strategy (includes brand vision and identity); (3) bringing the brand and marketing program to life; and (4) measurement. Each area, with the exception of measurement, is divided into two sections: “best practices” and “what’s new.” We included brand strategy as a best practice area; however, we recognize that not all marketing includes a brand (e.g., a campaign intended to increase awareness of a disease or health practice). Nonetheless, the best practices outlined in the brand strategy section are important considerations, even for unbranded initiatives.
Finally, there is significant overlap among the best practices and some fall within multiple content areas (e.g. demonstrating relevancy is described below as part of consumer focus, but also belongs in brand strategy and bringing the brand or marketing program to life). For the sake of simplicity, we included the topic only once, where we thought it fit best. Consumer Focus A. BEST PRACTICES Almost all interviewees cited “consumer focus” as the most important marketing best practice. As one interviewee stated, “the brain is an information filter, and it filters based on what’s relevant.” Being consumer-focused increases the likelihood that products, services, and all forms of communication will be relevant, and if the offering is relevant, consumers are more likely to engage. Overall, comments about consumer focus fell into four themes: (1) identifying the target audience and framing the business opportunity (behavior change); (2) understanding the unspoken as well as the spoken; (3) developing insights; and (4) demonstrating relevance.
“No matter the business, it always starts there. What are we trying to do for the business? Who is the consumer? What do they believe today? What do we want them to believe? What is holding them back?”
– Marketing practitioner interview
3 https://academicjournals.org/journal/AJMM/article-abstract/94A107B65063 4 https://www.wppwrap.com/brandzindia2018/#p=26 BAM360 LANDSCAPE ASSESSMENT PRIVATE SECTOR MARKETING 10
1. Identifying the target audience segment and business opportunity: This identification involves multiple levels of business and consumer understanding. For example, the marketing team needs to: understand the business situation and consumer segments based on buying behaviors and attitudes; identify which consumer segments are most important given the business situation; understand what motivates their purchase behavior and what other values and factors might influence their attitudes toward the category, product or service; and develop strategies to influence their behavior. While this approach is well known and understood, there is also a tendency to seek silver-bullet solutions. Marketers may find themselves on the receiving end of requests from anxious business leaders and well-intentioned counterparts: “we should do billboards!” or “have we tried Instagram stories?” However, it is the marketer’s job to clarify the strategy (Where does the business stand relative to its goals? What is the best consumer segment to achieve those goals? And how – with what media, messages, and tactics – can the business best reach the target consumer?).
2. Understanding the unspoken as well as the spoken: Marketing practitioners and researchers alike spoke about not only understanding what consumers say – during research for example – but also observing and making connections about what is not said. They described different techniques such as consumer immersions (shopping trips, in home visits, etc.) to observe behaviors and develop empathy, as well as consumer journal analysis, social media listening, and human centered design to get at what consumers leave unsaid. Those working in digital platforms spoke about “focusing on the minutiae of consumer pain points – even if consumers aren’t complaining about them.” As outlined in the above text box, Amazon’s approach, “true customer obsession,” makes a strong case for the value of the unspoken.
“Customers are always beautifully, wonderfully dissatisfied, even when they report being happy and business is great. Even when they don’t yet know it, customers want something better, and your desire to delight customers will drive you to invent on their behalf. No customer ever asked Amazon to create the Prime membership program, but it sure turns out they wanted it.”
– Jeff Bezos, Amazon CEO, 2016 shareholder letter
INSIGHT DEFINITION AND CRITERIA Insights enable marketers to create products, services, and communications that resonate with the target audience and inspire them to think and feel differently about a situation. Insights are the fundamental building blocks of marketing. DISRUPTIVE BRAND INSIGHTS Always #LikeAGirl money on fancy razors to A great consumer insight is one (social behavior change) be a man. that: (1) involves tension; (2) is Why is the phrase, “like a girl” true, but not obvious; (3) strikes an an insult? Airbnb emotional response in the intended (brand marketing campaign) audience; (4) inspires the audience Halo Top Ice Cream I love to travel but I hate the to think or feel differently. (new product) idea of being a tourist If I could, I’d eat ice cream For an insight to work, it must make every day, but I feel terrible Fenty Beauty sense with what consumers expect about myself when I eat it. (new product) of the brand. For example, Airbnb is If beauty is about creativity, uniquely positioned to communicate Dollar Shave Club exploration, and self-expression, “belong anywhere.” (new service) why isn’t the beauty industry I shouldn’t have to spend a ton of inclusive of all women? BAM360 LANDSCAPE ASSESSMENT PRIVATE SECTOR MARKETING 11
3. Developing insights: Whether marketers are developing new products or services or seeking to change behavior in some way (e.g., getting more people to buy product A vs. product B, use a service, or stop a behavior), they need to identify insights to make their marketing programs (whether products, services, or communications) relevant, and to inspire their audience to think or feel differently. We believe there is widespread opportunity for practitioners across sectors to develop expertise in recognizing and developing insights and crafting marketing programs to bring them to life, as this is at the heart of great marketing. To illustrate the power of insights, we’ve highlighted five disruptive brands that are grounded in strong insights. The best insights make sense with what consumers expect of the brand.
4. Demonstrating relevance: Several interviewees described “best in class” as marketing that clearly evokes an emphatic response of “YES!!! That’s me!” or that surprises and delights the consumer through audience understanding. Interviewees cited the brands below as examples of highly relevant marketing.
DEMONSTRATING RELEVANCE – EXAMPLES Casper Mattress: Casper not only delights dog owners by launching a mattress for man’s best friend, but also packages it in a way that brings an element of surprise and joy. Specifically, upon opening the box, the dog owner discovers a corrugated face of a dog holding the instructions, aptly titled, “The Snooze Paper,” in its mouth. This example illustrates how a small detail can demonstrate audience understanding, delight the audience, and strengthen brand affinity. It also demonstrates that marketing is not only communication, but all the elements – product innovation, packaging, the instruction sheet, etc. -- that create the customer’s experience with a product, service, or program.
Spotify’s 2016 campaign: “2016, It’s been weird”: The Spotify team crunched data on user listening habits and published some of the most interesting findings in out-of-home advertising around the world. Examples: Billboard in the NYC theater district, “Dear person in the theater district who listened to the Hamilton soundtrack 5,376 times this year, can you get us tickets?” Signage in the London tube, “Dear 3,749 people who played, ‘It’s the End of the World as We Know It’ the day of the Brexit vote, hang in there.” In a major US city, “Dear person who played ‘Sorry’ 42 times on Valentine’s Day, what did you do?”
This Spotify campaign worked (note that it was updated as “2018 Goals” earlier this year) for several reasons: it’s highly distinctive and ownable (only Spotify can run this campaign), it’s geographically relevant (or chronologically relevant in the Valentine’s Day example), and it’s funny. But all of this is only possible because of Spotify’s creative use of its customer data. It demonstrates how well they know their users and the degree to which they are engaged in understanding their habits.
B. WHAT’S NEW? While the fundamentals of consumer understanding haven’t changed, technology has created new ways for companies to understand, reach, and serve their consumers, ultimately delivering more relevant products and services. Important developments include: (1) co-creating with consumers; (2) delivering personalized marketing at scale with first-party data; (3) using Artificial Intelligence (AI) to understand and meet consumer needs; and (4) big data.
1. Co-creating with consumers: In 2010, Vogue assistant Emily Weiss observed that cosmetics companies talk at women, not with them.5 That idea inspired her to launch Into the Gloss, a beauty blog that quickly became a leading resource where consumer engagement – comments about products and beauty tips – surpassed that of most established beauty brands. In 2014, Weiss harnessed this wealth of consumer information to create a cosmetics line that would meet the wants and needs of her community. And Glossier was born.
5 https://www.businessinsider.com/how-glossier-became-so-popular-2016-5 BAM360 LANDSCAPE ASSESSMENT PRIVATE SECTOR MARKETING 12
“A lot of times people ask me, ‘How do you make your audience feel involved?’ And I find that such a funny question, because we don’t make her feel involved,” Weiss says. “She is involved. It’s not like a gimmick or a marketing tactic. We would be silly not to ask for her input to make a better product.”
– Emily Weiss, Glossier Founder and CEO on consumer engagement
Similarly, Native, a direct to consumer (DTC) natural deodorant brand, launched online sales via its website in July of 2015. Customers were asked to provide reviews, which the company used to make product improvements, resulting in 24 product iterations in the first 18 months.
Both Native and Glossier have declined opportunities to sell through brick and mortar retailers or Amazon; the value of owning the customer feedback loop and curating the customer experience outweighs – at least for now – the significant sales opportunity that comes with broad distribution.6
2. Delivering personalized marketing at scale with first party data: Stitch Fix, a direct to consumer clothing company, launched in 2011 with a simple business model: customers receive a monthly “fix” of five items of clothing. They choose to buy items they want and send back those they don’t. It works (the company sold $977M worth of clothing in 2017)7 because data science and machine learning enable the company to analyze customer likes / dislikes, dimensions, trends, seasonality, clothing attributes, etc., and ultimately predict which items the consumer will purchase, thereby delivering personalization at scale. “‘There is no selling here, only relevancy,’ Colson [Stitch Fix data scientist] says. In other words, Stitch Fix only gets value from its customers if customers get value from Stitch Fix.”8
3. Using artificial intelligence to understand and meet consumer needs: A recent Harvard Business Review Article, Marketing in the Age of Alexa, paints a picture of a not so distant future in which all touchpoints – marketing communications, sales, shopping research (price/ benefit comparisons), customer service, and consumer data – will be centralized in AI platforms such as Alexa. “Over time, it [the AI platform] will learn consumers’ preferences and habits, which will make it even better at anticipating and satisfying people’s needs, which will make consumers use it more.”9 This future state presents three implications for marketers: (1) almost perfect consumer data will be available – but owned by third parties; (2) brands risk becoming less important, as the AI platform – not a third party (retailer, health care professionals, etc.) – will make product recommendations and in many cases will be set up with credit card information enabling it to purchase frequently used items based on price promotion or other features; (3) marketing spend will shift to the AI vehicle, where marketers will pay for preferred placement.
4. Big data: The term big data refers to the collection and use of traditional and digital data sources from both inside and outside of the company for multiple business purposes, including consumer understanding. Big data is often discussed in terms of its volume, velocity, and variety10 (structured data such as point of sale and unstructured data such as social media posts); typically, the data sets are so large and complex that traditional data processing tools are inadequate.11 Companies are using big data in a variety of ways, among them to develop deeper customer understanding by combining multiple datasets. Our interviewees discussed three developments resulting from availability of big data:
6 https://www.racked.com/2016/12/29/14082892/natural-deodorant-native 7 https://hbr.org/2018/05/stitch-fixs-ceo-on-selling-personal-style-to-the-mass-market 8 https://hbr.org/2015/05/what-stitchfix-figured-out-about-mass-customization 9 https://hbr.org/2018/05/marketing-in-the-age-of-alexa 10 https://www.forbes.com/sites/lisaarthur/2013/08/15/what-is-big-data/#4a9ba82b5c85 11 https://en.wikipedia.org/wiki/Big_data BAM360 LANDSCAPE ASSESSMENT PRIVATE SECTOR MARKETING 13
§§ Marketing and IT department partnership: Marketing and IT departments are working in closer partnership than they had in the past; with marketers required to become more conversant in technology and user interface issues, and technologists expected to become comfortable with more conceptual marketing speak. It is not only because of big data that marketing and IT teams are now working in close partnership, but also because of the shift in ad spend to digital platforms, the rise of e-commerce, and other marketing technology investments (app development, etc.). §§ Data overload: Many marketers find themselves drowning in data but still struggle to identify the insights they need. The ability to quickly and affordably test endless scenarios, while helpful, can also be a distraction. §§ Privacy: One interviewee discussed the new challenges and responsibilities of appropriate data use, citing the 2012 incident in which Target, having used big data to identify women in the highly profitable life stage of early pregnancy, sent a mailer with discounts on maternity clothing and related items to a teenage girl. The father was irate that the retailer seemed to promote pregnancy among teenagers – until he learned that his daughter was, in fact, pregnant.12
Brand Strategy A. BEST PRACTICES We identified the concept of “brand orientation” through our literature review and found the premise – that a brand cannot be stronger in the market than it is within its organization – to be both thought provoking and helpful. The term “brand orientation” was coined by Max Urde, a researcher and brand strategist, and refers to companies that invest resources in developing and managing brand strategy at the highest levels of the organization (e.g., brand discussions are just as important as financial discussions). In the Brand Report Card, one of HBR’s 10 Must Reads on Strategic Marketing, Kevin Lane Keller draws a similar conclusion, stating that strong brands have “…proper support, and that support is maintained over the long haul.”13 The advantage of this approach is that brands, when prioritized and managed strategically within the organization, develop into valuable intangible assets that become a competitive advantage (e.g., in the form of premium pricing and the associated ability to reinvest in brand building activities, the ability to attract talent, credibility to launch into adjacent categories, and the ability to advertise more efficiently due to higher levels of awareness and brand strength). The brand orientation approach emphasizes the importance of brand understanding and employee engagement in the brand within the organization. “The passion for brands is a characteristic trait of a brand-oriented approach. This passion lends life and intensity to work with brands.”14
While our interviewees did not mention the term “brand orientation,” they did cite brand strategy as a best practice, “You have to have a clear brand strategy, to understand the big overarching picture. Brand is about the idea, the culture, what the organization stands for. It gives you clear guardrails and drives innovation.” The brand principles discussed – both in the literature and in private sector interviews – support those included in the accompanying “Marketing Best Practices BAM360 tool,” and can be simplified into the two themes described below: (1) creating a clear brand vision, and (2) developing distinctive executional elements.
1. Creating a clear brand vision. Interviewees used different language for this concept (brand promise, brand purpose, brand identity, brand strategy, overall brand equity, etc.), but the underlying idea refers to clarity about what the brand stands for: Why does the brand exist? What is the difference it intends to make in the lives of its customers? Why should you buy it? While interviewees and published thought-leaders alike use a range of different language for this concept, we’ve chosen to describe this as “brand vision” which is language David Aaker15 uses to describe “the aspirational image for the brand, what you want the brand to stand for in the eyes of customers and other relevant groups like employees and partners” (p. 25). For example, the Airbnb vision is to enable people to “belong anywhere”; Bailey’s is “to make any occasion a delicious indulgence”; and the Panera vision is to make “food as it should be.” A clear vision is one that is simple, memorable, relevant, differentiated from the competition, and executed consistently by the company. Many people confuse brand vision with the tagline. However, the brand vision is typically an internal statement that does
12 https://www.businessinsider.com/the-incredible-story-of-how-target-exposed-a-teen-girls-pregnancy-2012-2 13 https://hbr.org/2000/01/the-brand-report-card 14 Urde, M., “Brand Orientation: A Mindset for Building Brands into Strategic Resources,” Journal of Brand Management, 1999. 15 Aaker, David, Aaker on Branding: 20 Principles that Drive Success, 2014. BAM360 LANDSCAPE ASSESSMENT PRIVATE SECTOR MARKETING 14
not change, whereas the tagline is an external expression that may evolve over time. For example, while Nike’s well-known tagline, “just do EXAMPLES OF STRONG BRAND VISIONS* it,” is the outward expression of its vision (Nike Amazon calls it the “mission”), its brand vision is: “to bring To be the Earth’s most customer-centric company, inspiration and innovation to every athlete* in the where customers can find and discover anything they 16 world. *If you have a body, you are an athlete.” might want to buy online, at the lowest possible prices.
Brand vision is important because it provides Apple focus, inspiration, and a path for growth. It must be To honor those who see the world differently and conceived and articulated both through the lens of inspire others to do the same the target consumer (what is important to them?) and through the lens of the organization (what is Starbucks the organization best positioned to deliver?). In To inspire and nurture the human spirit – one cup, one the classic HBR article, Marketing Myopia, the person, one neighborhood at a time late professor Theodore Levitt advises leaders that the goal is not to sell things, but to satisfy customers. He uses the case of the railroad industry to make his point: the industry failed because it focused on selling railroads instead of providing transportation. Kodak provides a more recent example. Ironically, Kodak had a brand vision – enabling people to cherish the moments of their lives. They failed when they lost sight of the vision and focused instead on protecting their existing product line.
In summary, when companies develop and hold onto a clear brand vision, they think beyond their existing product category and find new ways to delight the customer. Amazon sells more than books, Apple sells more than computers, and Starbucks sells more than coffee.
2. Developing a distinctive brand identity: Interviewees used several different words to describe this concept, such as: brand personality, brand expression, brand essence, look and feel, executional assets, etc., but the underlying principle is the same regardless of language: how does the brand vision come to life through all of the brand’s elements – the packaging, website, social media tone of voice? While strongly related to brand vision, this concept is intentionally separate, as a company can have a strong brand vision but fail to bring it to life. After all, execution is the only strategy the consumer will ever see.
RXBar makes this point well. RXBar launched into the crowded protein and snack bar aisle in 2013 with limited success, despite the novelty of the brand’s formulation (simple, clean ingredients with no added sugar). The brand vision, “stop the B.S. and make ‘food is medicine’ easy and on-the-go”* is clear in the brand name (RXBar) and formulation, but the company founders hadn’t brought the vision to life through a clear brand identity. In 2016 the founders relaunched the packaging and other touchpoints (website, social media, etc.) such that everything about RXbar communicates the brand vision – without having to spell it out in words. The result? RXbar’s clear and compelling vision came to life through the brand identity and succeeded. It quickly became one of the best-selling bars in the category and was acquired by Kellogg’s for an impressive $600M in 2017.17
RXbar’s relaunch worked not only because it brought the brand vision to life, but also because it was distinctive. In the highly influential 2010 “evidence-based marketing” book, How Brands Grow, professor Byron Sharp advocates for the importance of distinctiveness. “Distinctiveness reduces the need to think, scour and search, thus making life easier for consumers, without them even realizing it” (p. 130). Sharp presents two criteria for distinctiveness: uniqueness and prevalence. Reviews of RXbar’s packaging, social media, and even the latest advertising campaign featuring Ice T, demonstrate both criteria.
16 https://about.nike.com/ 17 https://www.adweek.com/agencies/rxbar-finds-the-perfect-no-b-s-spokesman-in-ice-t/ * The Amazon and Starbucks examples in the brand vision text box can be found on company websites. We wrote the brand vision for Apple, based on company research, as we did not find an official brand statement. Note that many companies use language other than vision (e.g., Starbucks and Amazon both use “mission”). *Note: “stop the B.S.” is part of the brand’s outward-facing communication strategy; we derived the “food is medicine” part of the vision based on the RXbar brand name and prescription-style package design BAM360 LANDSCAPE ASSESSMENT PRIVATE SECTOR MARKETING 15
B. WHAT’S NEW We report on two new areas of thinking regarding brands: (1) brand purpose, which is not new, but seems like it is; and (2) customer centric brand management.
1. Brand Purpose: In the 1994 best-selling business book, Built to Last, the authors identified the presence of a higher-order purpose as one of the “Neuroscientists are showing that the emotional factors that set the most successful companies and deliberative circuits in the brain are in constant apart – many of which were over 100 years old interaction (some would say struggle), and the former, at the time of publication and are still among the for better or for worse, often holds sway. What’s strongest companies in the world.18 In a recent more, with each new study it becomes clearer just Forbes article, Max Lendermen, Founder, CEO, how quickly, subtly, and powerfully our unconscious and Chief Creative Officer of School, a purpose- impulses work.” led agency, declared “Purpose is the new digital. It has the same amount of transformative power – Harvard Business Review on brands and businesses as digital did only 25 years ago.”19 Based on our research, interviews, and professional experience, we believe there are four reasons why brands are turning to purpose: (1) millennials and social activism, (2) technology and transparency, (3) product performance parity necessitates a new point of difference, and (4) new understanding from neuroscience about purpose and emotions.
§§ Millennials and social activism: Millennials, the largest generation in history, are significantly more likely than older generations to be interested in social issues.20 To grow and remain relevant with younger consumers, companies are tackling social issues and doing a better job of communicating the issues they support. The millennial generation is also driving this change from the inside. As they gain seniority in the workforce, millennials are creating purpose-driven brands and driving a societal shift toward purpose and values in the workplace. §§ Technology and transparency: Technology has both enabled and forced more transparency between brands and consumers, as Lenderman explains:21
“Before the advent of digital power, traditional marketing relied on perfecting and controlling a consistent message and communicating a well-crafted image. It created a brand promise (real or not) to create a transaction.
Modern marketing is much different. Brands are now built as an interplay of coherent ideas rather than a singular message. Brand trust is now created through transparency – a product of the information age that digital technology enabled – and brands are much more interested in creating community rather than just a transaction. And most importantly, brands and businesses are moving away from delivering a promise and more on adhering to a purpose. They are not answering the question of ‘why should anyone buy us?’ but fixated on answering the question of ‘why should anyone care about us?’”
– Max Lenderman, School, a purpose-led strategic and creative consultancy
18 Collins, Bill and Porras, Jerry, Built to Last, 2004. 19 https://www.forbes.com/sites/afdhelaziz/2018/07/30/brand-purpose-101-advice-from-the-experts/#74318f0137f2 20 https://www.fastcompany.com/40477211/as-millennials-demand-more-meaning-older-brands-are-not-aging-well 21 https://www.forbes.com/sites/afdhelaziz/2018/07/30/brand-purpose-101-advice-from-the-experts/#40f636fa37f2 BAM360 LANDSCAPE ASSESSMENT PRIVATE SECTOR MARKETING 16
§§ Product performance parity requires a new point of difference: In many categories, manufacturers have maximized functional performance to the point where new benefits and features are less relevant and breakthrough than in the past. According to the 2017 Kantar Millward Brown Top 100 Global Brand report, “The cost of entry for a brand in a production-driven economy was that the product needed to work. In a knowledge economy, where technology makes it easy to replicate the product, the cost of entry is to do good.”22 §§ New understanding from neuroscience about purpose and emotions: In his 2010 TED Talk, How Great Leaders Inspire Action (the third most watched TED Talk of all time), Simon Sinek lays out a simple why, how, what framework he calls “The Golden Circles.” Sinek argues that people do not buy products and services, but rather they buy into beliefs. “The goal,” he says, “is not to sell people what you have, but to sell to people who believe what you believe.” Sinek draws on biology to support his theory and make his ultimate point: much of marketing is rational. It appeals to the neocortex, which controls logical thought and language, but not emotions and behaviors. Great marketing, on the other hand, is emotional. It appeals to the limbic brain, which has no capacity for language, but instead regulates emotions and behaviors, and influences decision-making. This link between emotional connection and behavior is consistent with research published in the HBR article, The New Science of Customer Emotions, in which the study authors demonstrated that customers who are emotionally connected to a brand, what they call “fully connected,” are 52% more valuable than those who are “highly satisfied.”23
2. Customer-centric brand management: In an IPSOS publication, Is Your Brand Truly Consumer-Centric,24 the authors advise brands to stop focusing on what the brand wants to say about itself and start focusing on what consumers want to feel about themselves. Doing so enables brands to broaden their appeal and increase relevance. This shift implies three related directives for marketing practitioners:
§§ Focus on consumer need states, not specific consumer segments: the study authors argue that consumers are not consistent in their wants and needs; for example, sometimes they want healthy options, sometimes they want to indulge. By focusing on need states, brands increase appeal (e.g., Apple’s iPod Silhouette launch campaign welcomed anyone who might enjoy carrying music in their pocket). §§ Focus on the consumer, not the brand: social media and influencers have changed the brand-to-consumer one- way relationship. Consumers are now in charge. Brands that fail to recognize this and consistently communicate one-way, brand- and product-focused messaging fail to engage consumers, and ultimately lose relevance (e.g., Starbucks “Meet me at Starbucks” campaign celebrates the good things that happen when people come together in 59 Starbucks stores in 28 different countries).25 §§ Focus on emotional attributes, not product features. Consumers want more than one or two product attributes. By focusing on emotional attributes (e.g., Nike “Just Do It”), brands tap into human emotions, expanding beyond narrow functional attributes and increasing relevance at the same time.
Brands that adopt this approach can expand into a wide range of product offerings, further broadening their appeal and further driving brand awareness with each subsequent offering. For example, Amazon expanded from online book sales to online everything sales, and now advertising, cloud computing, and healthcare as well – all while growing not just sales, but also the value of the Amazon brand.26 One could argue that Amazon has been successful because its vision – to be the Earth’s most customer-centric company – enables it to expand into any business opportunity that serves its customers.
In addition to Amazon, there are many other brands that have also successfully expanded into radically different categories by focusing on emotional attributes (Virgin: to unseat the establishment with high quality, fun, innovation and service), Apple (to honor those who think different and inspire others to do the same); and Pantanjali, an Indian FMCG brand, (spiritual transformation through high quality natural products). This multi-category approach seems counter to many classic brand building fundamentals, for example: instead of identifying a specific consumer segment, these brands seems to attract the general market; instead of focusing on a clear, persuasive message, these brands have multiple attributes within a clear overall brand vision.
22 http://brandz.com/admin/uploads/files/BZ_Global_2017_Report.pdf??sa=D?ust=1521194020681000&usg=AFQjCNGkFswn5HGL2UAiU4I3hnBaFtPNzQ 23 https://hbr.org/2015/11/the-new-science-of-customer-emotions 24 https://www.ipsos.com/en-us/knowledge/media-brand-communication/your-brand-truly-consumer-centric-0 25 https://adage.com/article/cmo-strategy/starbucks-launches-brand-campaign/295175/ 26 Amazon’s brand value grew 41% from 2016 to 2017. BrandZ Top 100 Most Valuable Global Brands, 2017. BAM360 LANDSCAPE ASSESSMENT PRIVATE SECTOR MARKETING 17
Bringing the Brand and Marketing Program to Life A. BEST PRACTICES Brands and marketing programs “come to life” through a company’s products, services, and communications. The difference between bringing a brand to life and the above “developing a distinctive brand identity” is that bringing it to life requires an ongoing process of developing new products and marketing campaigns to delight consumers, and executing them through distribution channels, marketing vehicles, etc. The best practices in this section largely flow out of those described above. For example, audience understanding enables practitioners not only to understand purchase or behavior barriers, but also to create new products, services, and communications that delight their customers, thereby increasing the likelihood that consumers will proceed along the consumer journey, ultimately becoming brand advocates. Likewise, having a clear brand strategy enables marketers to develop products, services, and communications that are relevant, inspiring, distinctive, and consistent, increasing the likelihood that the brand will stand out and become known.
In addition, we identified three best practices: (1) innovation that delights, (2) consistent and continuous marketing, and (3) getting the right message at the right time in the right place.
1. Innovation that delights: Innovation is a priority focus for delivering sustained growth and maintaining brand relevancy. For example, an FMCG brand team would be expected to develop a 3-5-year innovation pipeline (based on consumer understanding and the brand vision) that satisfies unmet consumer needs, enables retailers to achieve higher margins, and – if all goes as planned – delivers consistent annual growth. When companies do this well, they understand consumer pain points, demonstrate relevancy, and bring a bit of joy to their audience. For example, T-mobile, as part of their “un-carrier” campaign, has redesigned its subscription model to relieve customer pain points (no data limits under the T-mobile ONE plan). That move is a delight in itself, but the company went beyond its main product offering to surprise and delight customers in ways that make sense for the brand. A few examples of T-Mobile innovations that delight include: Netflix at no extra charge, one hour of data on planes, and free gifts on the T-mobile app as part of the company’s T-mobile Tuesday promotion.
2. Consistent and continuous marketing: Consistency refers to using brand assets (sensory cues, tone of voice, brand messages, etc.) so that every marketing element (packaging, videos, pamphlet, etc.) is working together to build and reinforce memory structures. Continuity refers to repeating visual cues and messaging over time, so that the message is more likely to influence future behavior. Sharp explains the importance for consistent and continuous marketing: “distinctive elements… must be consistently communicated to consumers across all media and over time…It is only when there is discipline in consistency that distinctive brand assets build” (p. 131-132).27 For example, Nike has been using “Just Do It” since 1988, the shape of the Coke bottle has remained largely the same since the 1920s, Got Milk ran for 20 years, etc.
3. Communication vehicle strategy – getting the right message at the right time in the right place: This strategy involves: (1) consumer understanding: media habits and receptivity to the brand in various media, the factors or people that influence purchase decisions or behaviors, the barriers and most effective messages along the consumer journey (from awareness, consideration, purchase, repeat, and advocacy); (2) contextually relevant marketing vehicles and tactics (example: the NYC Spotify billboard referenced above, or Oreo’s famous tweet “you can still dunk in the dark” during the 2013 Super Bowl power outage); and (3) ideally, understanding return on investment for marketing vehicles and messages.
B. WHAT’S NEW While consumer focus and brand strategy have not changed significantly, interviewees cited several changes in how brands reach their target audiences. All of these are at least in some part a result of new digital technologies, and a communication shift from one-way, brand-to-consumer, to two-way brand and consumer interaction. These changes include: (1) the rise of micro-influencers; (2) employees as brand advocates; (3) storytelling; (4) experience marketing; (5) changes in creative agency relationships; (6) performance marketing and marketing technology; (7) pace of change and need for agility.
27 Sharp, Byron, How Brands Grow, 2010. BAM360 LANDSCAPE ASSESSMENT PRIVATE SECTOR MARKETING 18
“Brand people are no longer creating the brands, they are guiding them based on what consumers and influencers are doing. Brand people are directing, with less pushing. It’s a new brand lifecycle. Listen, help direct, give excellent customer service, build loyalty through high quality experiences.”
– Marketing practitioner interviewee
1. The rise of micro-influencers: Given the importance of word of mouth and referrals in driving awareness and consideration during the active engagement / research phase cited above, brands have begun turning to micro- influencers to create brand related content that drives awareness, engagement and consideration. While macro- influencers or celebrities (those with millions of followers) can help to drive brand awareness, micro-influencers (those with tens of thousands, or maybe a hundred thousand, followers) are better able to drive brand engagement, as they are invested in catering to their audience of followers and eager to work with brands, and are more credible product endorsers.
2. Employees as brand advocates: While the role of employees as brand advocates has long been recognized in the service industry, it has become more widespread, as research shows that engaged employees are not only more productive and more likely to remain with their employer, but they are also more likely to create better customer experiences.28
3. Storytelling: It seems that every agency touts their storytelling capabilities and every marketing conference features a storytelling keynote. There are many reasons behind the rise of storytelling: new findings on the neurobiology of storytelling demonstrate its utility in making information more persuasive and memorable,29 digital marketing and social media give brands more storytelling freedom than they once had in the 0:30 ad, and most importantly, consumers want to know more about the brands they select – not just the functional attributes, but the inside story: Who created it? Why? And what makes it special?
Brand storytelling takes many forms. Some of the most common include: (1) In the age of transparency and authenticity, every brand needs to tell its “about us” story. This most often shows up as part of the brand’s webpage, social media content, public events, and PR; (2) Marketers must create content not only to engage their audience through social media, blogs, etc., but also to drive the organic (non-paid) search rankings of their brands. These stories can take the form of articles, whitepapers, infographics, etc. Their primary objective is to ensure their brand will feature prominently in search engine rankings by creating brand-related content that is interesting and engaging; (3) By engaging consumers to share their own stories about a brand experience, marketing practitioners create and reinforce emotional brand connections, create marketing content (e.g., for social media), and increase brand awareness through consumer social media outreach.
4. Experience marketing: Brand experience takes many forms. Some of the most common include: (1) Unique experiences designed to drive brand engagement and advocacy, such as pop up stores or virtual reality in-store experiences (e.g., Kellogg’s cereal café in Times Square, where consumers can enjoy cereal all day, get access to new flavors not sold through normal distribution channels, and share photos about the experience on social media); (2) Experiences built into the product or marketing program, designed to delight the user (e.g., the Casper Dog Mattress unboxing experience, described above); and (3) Experiences designed to condense the awareness and active evaluation/research phase of the consumer journey. These experiences often involve digital applications that enable the consumer to experience the product before purchase (e.g., L’Oreal’s Makeup Genius App turns the user’s device into a mirror and allows him or her to experience and easily purchase different make-up “looks”).
28 Arruda, W., “Three Steps for Transforming Employees into Brand Ambassadors,” Fortune, Oct 8, 2013 29 https://hbr.org/2014/10/why-your-brain-loves-good-storytelling BAM360 LANDSCAPE ASSESSMENT PRIVATE SECTOR MARKETING 19
5. Agency disruption: The transition from a marketing ecosystem built around 0:30 ads to a marketing ecosystem built around an omni-channel consumer journey, the rise of marketing technology companies (there were 150 such companies in 2011; there are over 5,000 today), and the resulting complexity and costs associated with managing marketing processes and spending, have brought unprecedented disruption to the brand-agency client model. Whereas not too long ago any brand that could afford to do so retained an agency as a strategic and creative partner, now many companies are bringing agency expertise in house (recently both P&G and Unilever announced plans to reduce the number of agencies they work with and bring significant portions of the work in house). At the same time, many consulting companies have built strategic and digital expertise, now competing with creative agencies for fewer client engagements.
6. Pace of change and need for agility: One of the most commonly cited marketing changes our interviewees discussed was the overall speed at which the industry is moving. Not long ago, it was reasonable to deliver a new product and marketing plan in 18-24 months; today the expectation is much faster, as fast as 3-6 months. The old world allowed time to test and revise plans prior to launch; the new world assumes a “minimal viable product” launch, with adjustments to product and other marketing vehicles along the way, based on consumer learning.
Measurement Performance measurement in private sector marketing, like other topics, is vast. For simplicity, we summarized five performance measures, most of which measure performance inputs.
1. Overall business results, measured by sales: Sales results are the most obvious indicators of program performance; however, sales results cannot help the organization understand the drivers of performance and how best to optimize for the future. For example, are sales up because of new distribution? Innovation or packaging? New marketing campaign or use of new marketing vehicles?
2. Attribution analyses and scenario planning: Marketing mix modeling (MMM) measures the return on investment of individual marketing vehicles, enabling the organization to understand which vehicles were most effective and most cost efficient. To be useful, the organization needs robust sales data (e.g., grocery scan data) and significant marketing spending across each vehicle. It also helps to have marketing quality inputs (e.g., did the advertising or packaging score above average relative to benchmark data?). Similarly, other models, such as digital attribution, offer detailed analysis of marketing investments along the digital consumer journey, enabling marketers to understand how to shift spending to the most effective and efficient tactics.
3. Marketing quality assessments: Most companies test packaging, product innovation, and marketing communications prior to launch. The most robust tests are quantitative, validated based on previous market performance for similar products, and designed to replicate a natural environment where the consumer is not aware of what is being tested. Package testing would likely assess noticeability on shelf, distinctiveness, purchase intent, etc. Similarly, marketing communications would test for the degree to which the advertising is engaging, distinctive, memorable, etc. Lastly, product innovation testing would assess purchase intent based on package noticeability, etc., as well as after use purchase intent. Test results provide insights to: determine whether to launch; optimize the marketing deliverables (product, package, communications, etc.) prior to launch; forecast sales; and allocate marketing investment within a portfolio of products.
4. Brand performance and net promoter score: There are several studies and metrics that practitioners deploy to understand brand performance, including brand equity tracking; customer satisfaction surveys; and brand awareness, trial, and loyalty. Since the early 2000s, companies have been using Net Promoter Score as a simpler, useful and precise measure of brand loyalty vs. previous approaches (tracking customer retention or deriving loyalty from customer satisfaction surveys). The Net Promoter score is one question: “How likely is it that you would recommend [company or product X] to a friend or colleague?” measured on a 10pt scale. This single question is based on the premise that
30 https://hbr.org/2003/12/the-one-number-you-need-to-grow BAM360 LANDSCAPE ASSESSMENT PRIVATE SECTOR MARKETING 20
recommending a product is the ultimate act of loyalty, as it puts one’s own reputation on the line. This question has been validated in multiple industries30 and in use since 2003.
5. Employee engagement: The Marketing 2020 study, which interviewed over 250 executives and conducted over 10,000 online surveys in 92 countries, identified seven characteristics of winning companies (companies that outperformed competitors based on past three year revenue growth), most of which are cited above (using data for insights, strong brand purpose, experience marketing, broad organizational ownership for marketing, high connectivity between regions and departments, and inspired employees). The study authors note that the “key to inspiring the organization is to do internally what marketing does best externally: create irresistible messages and programs that get everyone on board.” As a result, many organizations have begun measuring and tracking employee engagement. While largely the role of HR, marketing plays an important role in defining the brand vision and bringing it to life externally, with customers and stakeholders, but also internally, with employees. n BAM360 LANDSCAPE ASSESSMENT BEST PRACTICES BAM360 TOOL 21
Brand and Marketing BestBrand Practicesand Marketing Framework Best Practices Framework
The “Brand and Marketing Best Practices Framework” defines five brand and marketing best practices, as depicted in the figure below. It was originally developed to give our project team a consistent approach to evaluate public and private sector brand and marketing programs and develop them as case studies. We believe these best practices can be useful for the global health and development sector in two ways:
• Common language and shared understanding of definitions and standards of excellence enables more productive dialogue – between donor and implementer, among implementing teams, and between implementers and creative agency partners. • The best practices can be used by donors and implementers to guide program design and implementation, diagnose brand and marketing issues, and evaluate overall brand and marketing performance.
We developed and refined the tool over the course of the BAM360 project and based it on several inputs, including: private sector marketing best practices, identified through practitioner interviews, the team’s professional experience, and marketing and business literature; social marketing resources; social and behavior change communication (SBCC) standards; and guidelines for assessing brand strength, such as the Interbrand brand valuation methodology1. We also consulted the STAR Model, by Jay R. Galbraith2 — a framework used to define and evaluate effective organizational structure – to shape our thinking on governance as a critical enabler of effective brand and marketing programs.
We noted a high degree of overlap in the resources we consulted in the primary content areas (e.g., use of consumer research and insights, message design or communication strategy), but we also found differences in terminology, organizing structure, content, and degree of specificity. In developing this tool, we sought to create a simple organizing structure that reflects the strategic process of developing brand and marketing programs (start with the audience, etc.), making it easy to remember and apply to the development as well as the evaluation of brand and marketing initiatives.
We included brand strategy as a best practice area; however, we recognize that not all marketing includes a brand (e.g., a campaign intended to increase awareness of a disease or health practice). Nonetheless, the best practices outlined in this section are important considerations, even for unbranded initiatives.
Audience Brand Campaign Measurement Governance Focus Strategy Strategy
Results
1 Rocha, Mike, Financial Applications for Brand Valuation, Interbrand, 2014 2 Galbraith, Jay, STAR Model BAM360 LANDSCAPE ASSESSMENT BEST PRACTICES BAM360 TOOL 22
Brand and Marketing Best Practices Summary Checklist
Audience Focus
1. Identify the Audience and 2. Understand the Audience 3. Articulate an Insight Behavior Change Objective • Psychographics, not • Has tension • Audience: specific just demographics • Is true but not obvious and actionable • Unspoken as well as spoken – • Is emotional • Behavior Change notice things about the • Inspires audience to think Objective: clear audience that they themselves or feel differently aren’t aware of Brand Strategy
4. Define the Brand Vision 5. Develop the Brand Identity • Clear • Reflects brand vision • Resonates with audience • Distinctive • Has a personality • Executed consistently Campaign Strategy
6. Communicate a Benefit 7. Touch the Heart, 8. Select Marketing Vehicles and • Clear Open the Mind Ensure Message Continuity • Believable • The audience feels and/ • Right for the audience • Resonates with the audience or thinks differently • Right for the message • Message is consistent 9. Delight the Audience 10. Inspire Audience and continuous • Initiative is delightful Engagement • The audience proactively engages with the brand Measurement
11. Test Message Effectiveness 12. Evaluate Program Results 13. Measure Brand Performance • Message was tested prior to • Data indicate brand and • Brand measures (beyond launch and proven to be clear, marketing campaign awareness/exposure) are believable, and to resonate with caused intended results tracked and consistent with the audience expected result
14. Evaluate Marketing Vehicle Effectiveness • Robust analysis indicates which vehicles are most effective Governance
15. Organizational Structure 16. Processes and 17. People and Capacity • Donors, Stakeholders, and Decision-Making • Implementers and decisions- Influencers are aligned and • Process and decision-making makers have skills and organized to support brand support brand and marketing experience to support brand and marketing strategy best practices and marketing best practices • Employees are passionate about the brand vision 18. Rewards and Incentives • Rewards and incentives are linked to project outcomes and aligned across stakeholders BAM360 LANDSCAPE ASSESSMENT SOCIAL SECTOR INSIGHTS 23
Social Sector Stakeholder Insights
The following summarizes insights from the BAM360 team’s professional experience and interviews with roughly 20 social sector stakeholders working in global health and development, behavior change, social marketing, advertising, and marketing. These stakeholders were identified by the BAM Steering Committee and by the project team.
Stakeholders from the social sector highlighted a range of practices (e.g., audience segmentation and insights, use of brand, practical measurement techniques, and timeline agility) that could be applied to development sector initiatives. They also identified several barriers to wide adoption of these practices, which ranged from individual and organizational level barriers; system constraints, including donor requirements; and broader socio-cultural challenges (for example, many believe it inherently more challenging to market things people do not want, such as condoms, circumcision, and family planning).
For consistency, we have organized stakeholder feedback in the same structure we used to present the private sector best practices: Consumer Focus, Brand Strategy, Bringing the Brand and Marketing to Life, and Measurement. We included quotes from our stakeholder interviews, highlighted in italics, to illustrate the discussion themes. We listed the barriers at the end of this section, as the barriers touch multiple practice areas. Finally, we concluded this section with a discussion of Human Centered Design, which was cited by several stakeholders as promising approach, particularly for developing stronger audience understanding. Opportunities to Leverage Marketing Best Practices EXAMPLES OF STRONG INSIGHTS IN A. CONSUMER FOCUS HEALTH CAMPAIGNS: Stakeholders indicated the importance of truly While insight development was recognized as an understanding the audience, as a fundamental opportunity area, stakeholders did provide two requirement in marketing. As one noted, “The number examples of insight-driven health campaigns: one rule of marketing is ‘understand your consumer.’ That’s the heart of marketing.” Stakeholders identified Scrutinize, a mass media campaign in South Africa for three opportunities to improve consumer focus: HIV prevention. The big idea was that the audience at risk for HIV was often influenced by rumors and 1. Developing Insights: Many stakeholders shared misinformation, but should ‘scrutinize’ their current their perception that the private sector is better risky behaviors. The campaign encouraged ‘telling at knowing the consumer and identifying insights. the truth’ about HIV in an irreverent, funny way that Some mentioned there is often a reluctance and/ appealed to the primary audience. or inability to gather relevant audience insights, as one stakeholder shared, “people don’t get out Truth, the US based youth anti-tobacco campaign, enough into the field and actually go into homes.” built on the big idea that smoking means you have ‘let the man win’ – a message that resonated with 2. Empathy: Some stakeholders saw an opportunity teenage audiences inclined to rebellion and wary of to develop more empathy with the target audience. authority. For example, the consumer is often described as a ‘woman of reproductive age’ or a ‘most at risk person’ but this is not how they see themselves.
“There is a more human centered approach now. Communities are being involved to come with solutions, that are culturally relevant, dignified and vetted by them. We see them as human beings that aren’t that different from ourselves. When we don’t do that, we tend to reduce them to their problems – victims of violence, HIV patients. We forget that there is so much dimension to their lives.” BAM360 LANDSCAPE ASSESSMENT SOCIAL SECTOR INSIGHTS 24
3. Focusing on needs vs. wants (relevance): One stakeholder commented that practitioners default to disseminating clinical information when dealing with health-related issues, even in the private sector. Another commented about the differences in the way that each sector approaches the fundamental drivers of behavior.
“Commercial marketing focuses on want vs. need, and NGOs focus on need vs. want…. As a result, social sector messages and strategies lack aspiration and don’t focus on fundamental human wants. In reality, people are motivated by sex, fun and money.”
B. BRAND STRATEGY Social sector stakeholders recognize the power of brands to bring categories and products to life for consumers and to make them more appealing and aspirational.
1. Opportunity for multi-category lifestyle branding: Several stakeholders discussed the opportunity for high quality branding to eliminate programmatic silos by uniting interventions under a single brand (e.g., a brand to include reproductive health, communicable diseases, adolescent health, environmental health, financial empowerment, etc.).
“Brands can help to integrate interventions across sectors under one brand -- a lifestyle brand. For example, Nike isn’t a shoe company; it’s created a lifestyle around fitness. This doesn’t often happen in the social sector because of the silos that are often created by the donor. For example, a lot of work has gone into creating condom brands [PSI for example] and in some ways this is a missed opportunity to create lifestyle brands that are more than condoms.”
2. Adopting a brand-oriented approach: Some stakeholders bemoaned the tendency to structure programs in the social sector around technical, health or disease area silos (FP, HIV, ASRH, financial services). This narrow approach limits the amount of control a manager can have in all things that influence the adoption of the product, service or behavior. By contrast, the private sector is typically structured around a product, service group or consumer.
“In the private sector the brand manager is responsible for everything about the brand – the product supply, pricing, packaging, communication, etc., but in the social sector often different groups are responsible for program elements. Or there may be a program manager, but they don’t have the marketing skill set.”
C. BRINGING THE BRAND AND MARKETING PROGRAM TO LIFE Social sector stakeholders recognize the power of brands to bring categories and products to life for consumers and to make them more appealing and aspirational.
1. Opportunity for consistent and continuous marketing: Several stakeholders cited the lack of message continuity as an opportunity.
“Is there a public sector project that has had the same overall big idea for a decade? A year would be long in this space. Why is the Coke bottle the same for a million years? The Marlboro man is a powerful image, because it has stayed largely the same.”
“There’s this thinking that ‘we’ll do this thing for 3 years and then it’ll be sustained’ but …you have to keep pushing it, keep reminding people. You can’t just support it and walk away.” BAM360 LANDSCAPE ASSESSMENT SOCIAL SECTOR INSIGHTS 25
2. Opportunity for marketing that engages and delights the audience: Several stakeholders expressed frustration that much of marketing provides information, but does not inspire engagement, passion or advocacy. The comments below were made by four different stakeholders:
“Have you seen the posters? You’d have to have an undergrad degree in biology to understand them. The ‘marketing’ is dull, complicated, doesn’t address women in the right terms; it doesn’t address engagement.”
“Marketing is about big ideas. Public health is not; it’s about information. There is power and effectiveness in a big idea. A lot of marketing is posters – who even wants to read them or how would anyone even remember anything on them?”
“We can actually change people’s behaviors by delighting them in the process. We don’t always give ourselves permission to delight people. Sometimes we are too earnest or think that education is important even though we know that emotions are what drive behavior.”
“So much of marketing isn’t even marketing. It’s just fliers.”
D. EVALUATION AND MEASUREMENT Stakeholders expressed frustration that only large, expensive, representative studies (typically household studies) were seen as credible, and yet these studies were fairly inflexible and often took too long to be useful for timely program decisions. Additionally, the whole notion of using a population representative sample size and large study runs counter to fundamental marketing principles that rely on careful consumer segmentation, where marketers measure program success not by impact at scale, but among targeted consumer segments. These smaller and more nimble private sector approaches allow implementers to measure and change as they go.
1. Too many measures:
“Measurement is more difficult in the public sector. The private sector measures sales and profit. There are too many metrics in the social sector. And the data cycle is infrequent or based on the project cycle.”
2. Opportunity for practical, experimental research: While stakeholders recognized the limitations of private sector techniques, many believed there were opportunities to mine private sector methodologies to better inform and measure programs in the social sector. Specifically, stakeholders suggested approaches that were more experimental and/or more immersive as ways to improve not only the quality of program insights but also their timeliness.
“The approach to testing and evidence in the social sector is either nothing or an RCT. What about quick qualitative? If you do it enough you start to get insights and understanding, but the community sees this as not robust enough, it’s ‘soft’ and ‘not technical.’
“It’s very frustrating that what marketing does is disregarded. If you look at public health, they are close to doctors and pharmacists, where RCT is the gold standard for results, but is that right for what we’re doing? The RCT ends up dictating the work vs. doing the right work. You need to do a baseline, follow up, allocate people randomly to groups, the intervention is time-bound. Marketing, when done well, is a 360, you measure and change as you go.” BAM360 LANDSCAPE ASSESSMENT SOCIAL SECTOR INSIGHTS 26
“On the communications side, we really do very little to ensure BCC messages are strong, applying the commercial methods to quantitively measure messages and track uptake and awareness and attribution.”
“Many think ‘rigorous research’ has to be bigger and more expensive. I think research needs to get smaller and faster; there are a lot of tools within the tech sector to test a product in a week, and then learn and iterate as quickly as possible. Testing ideas faster is the opportunity. Even if it’s a 10 million dollar program you can still act like a startup -- try a program before getting to scale. In development there are too many learning loops and overreliance on ‘rigorous research.’ Sometimes these learning loops take 1-2 years until you are actually learning something. They are irrelevant after that much time.”
“In the private sector they are given a little bit of angel funding then they have to figure out what they do with it, proof of concept and then going to scale helps them to figure out how to improve. But in donor funded programs, there are all of these reporting requirements and activities and the expectation that things would go exactly as planned”
The reliance on more rigid research models was also believed to be driven in part by fear of the IRB process, or of being accused of ethical violations when using approaches like those in HCD, that encourage quick changes to the study methodology and population as new findings around behavioral drivers emerge.
Barriers to Adopting Better Marketing Practices A. CULTURE BARRIERS 1. Scientific culture is often dismissive of less rigorous or credentialed approaches:Some stakeholders noted that ‘study teams’ that deploy private sector methods in development programs (e.g., HCD) often include lay researchers, designers and creatives -- vs. academically qualified researchers who are more typical of public health programs. Many donors and those from the academic community were thought to be dismissive of this kind of qualitative research, or any other research methods that relied on smaller sample sizes and were conducted by individuals without standardized research ‘credentials.’
2. Disdain for private sector as “the dark side”: Similarly, while the stakeholders we interviewed did not generally share this perspective, they noted that private sector marketing is often held in contempt by some in the social sector. There is a perception among some that the private sector is predatory and manipulative. Even the word “marketing” is problematic, as one stakeholder shared:
“I’m a little skeptical that this project will go anywhere. Many see marketing as a ‘bad’ word. Is there a way to help people see it better? How can you unpack the language, to start with helping people understand what marketing really is?”
B. CAPACITY Capacity in marketing and other innovations is project- and organization-specific. Over the years, several global efforts to build behavior change capacity, including improved marketing skills, have been implemented. Many of these capacity building efforts were tied to USAID-funded flagship SBCC or social marketing programs (e.g., C-Change, Health Communication Capacity Collaborative, Breakthrough Action). Capacity efforts were limited by the length of the project. While some of these BAM360 LANDSCAPE ASSESSMENT SOCIAL SECTOR INSIGHTS 27
efforts resulted in improved capacity at the local government level and among local community-based organizations, in many cases, when the projects ended, gaps in capacity remained.
1. Capacity limitations among governments and creative agencies: While some countries were identified as having a large cadre of marketing expertise (e.g., South Africa, India), capacity is often lacking in others, even among the local affiliates of large agencies, and among government counterparts. Very often, local creative agencies struggle with distilling audience and market insights or are hampered by NGOs and government partners who may not know how to translate strategic documents like creative briefs, for instance, into actionable execution. One stakeholder shared an example where the government wanted to embark on an advertising campaign. Once the work was started, however, the consultant realized they didn’t have enough audience understanding and guided the team to take on an HCD approach. Another stakeholder gave a recent example from South Africa’s national VMMC program:
“The market research identified great insights, great segmentation and helpful guidance, but when it ended up in a demand creation guide for district and sub district male circumcision coordinators, they had a list of 80 potential messages [instead of a much shorter list of prioritized key messages]. The government did not involve an agency or anyone else with marketing expertise at the sub national level to creatively transform these insights into meaningful messages, and there was no budget allocated to help that happen.”
2. Capacity limitations among donors: Many stakeholders said that donors often encourage the adoption of what is touted as an ‘innovative’ tactical approach discovered in the private sector – e.g., branding, digital, mobile money -- but fail to link this approach to the consumer need, or to recognize the role that budgets (size and flexibility) and management structures play in ensuring those approaches are successful.
C. STRUCTURAL BARRIERS 1. Opportunity for marketing to play a more strategic role: Most commonly, the prime grant recipient, usually the organization with the largest budget, dictates the approach the project will use. While partners with expertise in behavioral economics, anthropology, social science or HCD may be included, because of their smaller, sub-recipient role, they often have minimal influence on the overall technical approach and the way these specific disciplines are integrated.
“Partners often don’t know what they don’t know. They don’t know the value of the other approaches or what differentiates the other components. There is a rejection (by the prime) of unfamiliar approaches and the assumption that ‘we do that already.’”
2. Funding cycles and procurement structures prohibit longevity, agility and operational excellence: Very often funding cycles prevent the development and rollout of long-term, audience centered marketing strategies and/or brands. Programs are faced with considerable uncertainty about whether funding will continue, and lack the necessary agility to make changes throughout program implementation. By contrast, the private sector allows more routine iteration when a new insight is obtained or the competitive environment changes.
“There is a deep systematic barrier to true marketing impact in the social sector. Work is on a different cycle: plan-execution-analysis-lessons learned. This process can take 3-5 years but it needs to be as short as possible. Some donors are getting better, but many are less flexible. In most cases, you have to know what you are doing before you get the work, then you have to execute exactly that.”
Another stakeholder had a similar perspective: “Why can’t donors just give targets and tell the implementers to go figure it out instead of being directive? Let the partner diagnose the problem and then determine what they need to develop the program.” BAM360 LANDSCAPE ASSESSMENT SOCIAL SECTOR INSIGHTS 28
3. ‘Turf’ and Competition among Implementers Limits Quality: Stakeholders noted that the idea of a consistent and widely adopted set of global SBC standards in the social sector has so far proven to be unrealistic, given the way organizations are funded. The majority of implementing organizations compete against each other by “selling” the donor their unique set of skills and approaches in the field. Competition for scarce funds requires NGOs to bring something new and individual to the table.
The social sector by its nature is therefore highly competitive, where donors reward ideas that seem new, innovative, and -- frequently -- proprietary. In this environment, there is every incentive for NGOs to reinvent the wheel (or the behavior change framework), brand it, and promote it widely. Conversely, while there is pressure from funders during a project cycle for organizations to share and harmonize their work with other projects and organizations, these efforts diminish once the project ends, and implementers often reclaim the tools or frameworks as once again proprietary.
Many stakeholders acknowledged that the lack of common nomenclature creates confusion. However, there is little desire to create a common language or approach, because signing on to a single set of standards and a common language would limit implementers’ control as well as their ability to claim their approach as unique.
“It would be useful to have a single-minded approach, it would be good to understand what we are all saying, for instance what is good segmentation, what is a persona, people don’t understand the difference, it creates confusion…by not being clear on common terms we are all defining, we end up with duplication, people doing what has already been done, unnecessary competition because of the way we are funded.”
4. Vertical structures impede the ability of the social sector to deliver holistic solutions: Historically, behavior change in the social sector has been left to SBCC practitioners who focus on communication-based solutions. This limited focus has prevented more holistic solutions that would simultaneously address systems, product, pricing changes, etc. -- as would be done in the commercial sector.
The vertical disease-focused, programmatic approach is also a barrier to being truly customer-centric.
“We are still looking at diseases, not people. We should not be looking at ‘ASRH among young girls’; they are whole people! We can change the way we fund programs to look at them more holistically. For example, a recent journey mapping identified that there is no such thing as a ‘journey to HIV prevention.’ It is a journey for a better youth or for better ASRH, but we only do the part we are rewarded to do – what we are funded to do. It all goes back to the donors.”
Human Centered Design – A successful example of applying best practices Despite stakeholder views on the negative effects of cultural, capacity, and structural barriers, HCD was recognized as a positive deviant -- an example of how one methodology, drawn from the private sector, has been incorporated across organizations and projects.
Several stakeholders highlighted Human Centered Design as an approach that has been successful in developing deeper audience understanding. BAM360 LANDSCAPE ASSESSMENT SOCIAL SECTOR INSIGHTS 29
“Public health and development practitioners often seek to position themselves as experts rather than students. Inquiry-based methods, including Human Centered Design, help identify solutions together with the community we seek to serve. These methods enable us to understand both the problem and the opportunities from the audience’s perspective.”
HCD’s ‘explosion’ onto the social sector scene may present a model for how to gain consensus among a varied group of stakeholders about best practices in behavior change. While some stakeholders said they considered HCD a passing trend, or that it’s ‘just marketing’ because it relies on audience insight, others have adopted many of the principles, e.g., understanding the target audience thoroughly, prototyping, and routine iteration.
When asked what made HCD different in terms of stakeholder willingness to adopt the method, reasons ranged from timing to the fact that organizations like IDEO.org were ‘everywhere’ promoting the approach through stakeholder meetings, with donors, and through social media.
Another suggested that HCD was a break from the norm.
“(HCD) may have taken off because there is an assumption that the private sector does things better. Also, the design sprint is fun and engaging and gives you immediate feedback through the daily download process.” n BAM360 LANDSCAPE ASSESSMENT LITERATURE REVEIW 30
Literature Review: Branding and Marketing in the Development Sector
Background The goal of the Branding and Marketing 360 (BAM360) project is to understand whether and how the discipline of marketing can be applied most effectively to improve impact of global health and development products and services. To support this goal, the MGH team conducted a systematic search of the literature using a number of preselected, online research literature databases as well as well-known sources for grey literature. The overall purpose of the literature review was twofold: (1) to identify and summarize current branding and marketing efforts in the field of global health and development; and (2) to identify initiatives (both successful and unsuccessful) for potential case studies where implementers used marketing/ branding to promote global health and development products and services, or behavior change.
The focus was on articles published in health, social science or business, discussing marketing and branding, or brands specific to the promotion of health, education, or economic outcomes. The search was designed to identify articles that reported on the development, delivery, or evaluation of brands and marketing efforts to assess critical success factors or failures.
Overall, there is a lack of evidence for “best practices” in marketing and branding in this sector. The literature shows that, where targeted marketing and branding strategies are employed, they are poorly documented, are often evaluated as part of a more complex and comprehensive intervention, and are typically considered to be part of a greater communication or education initiative rather than a standalone strategy. For example, many of the program evaluations found in this search focus on the effectiveness of marketing vehicles such as mass media, but do not explicitly discuss or evaluate the effectiveness of the marketing / branding efforts. Overall, there is very little literature on the factors that contribute to marketing / branding effectiveness in support of global health and development.
Despite the gaps in the literature, we did note best practices that track with the themes identified in the BAM360 Landscape Assessment and Evaluation Tool. Each of these findings is highlighted below along with an example from the literature. In the interest of brevity, we have highlighted just one example for each finding in order to provide a snapshot of what the best practices look like in the real world. Methods A search of PubMed, Web of Science, and Google Scholar was conducted using the key terms, “health promotion”, “social marketing”, “health communication”, “health marketing”, “brand”, “campaign”, or “innovation”. Of the 318 articles identified from the initial search, the majority were excluded due to their failure to meet the inclusion criteria.
Exceptions were made for inclusion when the article was a systematic review or meta-analysis of the literature, or when it offered a more robust example of the use of marketing techniques. In addition, a number of articles from the grey literature as well as recommendations from experts were included to provide a more robust review of marketing practices in this sector.
A total of 54 articles were reviewed in full out of 318 articles screened. The final articles included in this review fell into three categories: program evaluations of campaigns in the development sector that included marketing / branding efforts; evidence from systematic reviews and meta-analyses; and key lessons and recommendations from grey literature (see Appendix D for full list of articles). Each category presents slightly different findings, with nuanced recommendations for how the field currently uses or should use marketing and branding to meet program objectives. A wide range of countries was represented in the literature, with the majority focusing on programs in sub-Saharan Africa. BAM360 LANDSCAPE ASSESSMENT LITERATURE REVEIW 31
Overall Findings INCLUSION CRITERIA There is a large body of published literature in the development sector that evaluates interventions/programs that employ marketing/branding Date range of 2010 - 2018 and communication strategies for the promotion of particular products, Took place in World Bank low- services or behaviors. While overall programs are relatively well to middle-income countries chronicled, there is limited discussion of the actual marketing/branding Sought to promote or change a approach used and the degree to which the approach was successful health or development behavior at meeting its stated goals. For example, programs that employed mass Included products/services/ media campaigns include some information about the type of media used behaviors intended to create (e.g., tv, radio, social media) and the reach that was achieved (number of health/economic benefits viewers, number of “likes”), but do not describe in any detail the audience insight that was used to develop the brand, the process through which the COUNTRIES REPRESENTED brand was launched or scaled, or how refinements were made over time. IN THE LITERATURE Grey literature including opinion pieces and recommendations from Pakistan experts provides outside-the-box thinking on marketing / branding in the India development sector. In many cases, the literature suggests that more Bangladesh private sector approaches to marketing should be used to improve global Vietnam health efforts. This body of literature also provides more robust discussion Thailand of the challenges we face as a field in improving our use of marketing and branding best practices. Nigeria Cameroon Systematic reviews and meta-analysis in this sector focused on a wide South Africa variety of health behaviors including smoking, HIV/STI prevention, sexual Zambia and reproductive health, cancer screening, tuberculosis, environmental/ vector control, etc. In general, the reviews concluded that there is still much Kenya work to be done to build the evidence base for marketing and branding in Ethiopia these arenas. In one meta-analysis, the authors noted that public health Rwanda efforts seldom categorize themselves as having used marketing/branding Senegal techniques in their programming, and thus it is difficult to assess the impact of these practices, even when they are being used. Uganda Mozambique Despite weak discussion of the effectiveness of marketing / branding in Malawi the development sector, several key findings emerged within the literature Mexico that can be used to inform marketing and branding in the development sector. The examples below are linked to the “best practices” identified in Nicaragua the BAM360 Landscape Assessment and the BAM360 Evaluation Tool. USA Note that the summary of the findings is based on MGH interpretation of the program description and results, rather than the author’s direct ARTICLES SCREENED PER report. The programs may have applied other best practices or may not KEY TERMS SEARCH: 318 have applied them as well as they could have. What we present below is therefore based on the limited information available in the literature. PROGRAM EVALUATIONS: 32 BEST PRACTICE: AUDIENCE UNDERSTANDING SYSTEMATIC REVIEWS/ Description: The audience is described not only in terms of demographics, META-ANALYSIS: 13 but also behaviors and psychographics (attitudes and beliefs). The implementor notices things about the audience that they themselves do GREY LITERATURE: 9 not articulate, or might not be aware of. TOTAL ARTICLES INCLUDED IN REVIEW: 54 Marketing strategies that use evidence-based theory to deepen their audience understanding are more successful than those that do not draw on an established framework for behavior change. BAM360 LANDSCAPE ASSESSMENT LITERATURE REVEIW 32
EXAMPLE: Firestone, R, et al. 2014. “Effectiveness of a Combination Prevention Strategy for HIV Risk Reduction with Men Who Have Sex with Men in Central America: A Mid-Term Evaluation.” BMC Public Health 14, no. 1
DESCRIPTION: Evaluation of an HIV risk reduction program which used integrated BCC activities conducted by outreach workers. The program was based on the transtheoretical model of change1 as well as Population Services International’s PERForM framework. Outreach workers used the framework to identify the target individual’s current stage in order to assess his or her readiness to practice a specific behavior. Activities were tailored accordingly, based on the individual target audience member.
FINDINGS: The estimated effect of the campaign on condom use with water-based lubricants (a main outcome of interest) more than doubled for men who had received both a behavioral intervention as well as referral to biomedical services. There was also evidence that exposure to the behavioral component was positively associated with increased HIV testing. The use of an evidence-based framework to inform the behavioral intervention was a critical success factor.
1 Prochaska’s transtheoretical model of change posits that health behavior change involves progress through six stages of change: precontemplation, contemplation, preparation, action, maintenance, and termination. Source: Prochaska, J. O., & Velicer, W. F. (1997). The Transtheoretical Model of Health Behavior Change. American Journal of Health Promotion, 12(1), 38–48.
Campaigns that deeply engage community members in message development and pre-testing are more successful in the long run. In addition, employing community members as part of the campaign fosters higher levels of “buy-in” to the overall message.
EXAMPLE: Harris, Julie R., et al. 2012. “Addressing Inequities in Access to Health Products through the Use of Social Marketing, Community Mobilization, and Local Entrepreneurs in Rural Western Kenya.” International Journal of Population Research: 1–9.
DESCRIPTION: Evaluation of a multifaceted intervention in Nyanza Province, Kenya. Included 30 intervention and 30 control villages. In the first year, the program trained women’s groups and conducted product launches to support various health products, and sold these products door-to-door. Launch events included posters, educational materials, samples, and loudspeaker announcements. Products were set up to demonstrate usage in schools, churches, health facilities, and other community-based locations. The study evaluated the additional benefit of door-to-door marketing and community mobilization compared to social marketing alone.
FINDINGS: Door-to-door marketing and community mobilization increased access to health products versus social marketing alone. In fact, over 80% of those who received an in-home visit purchased a health product. The authors attributed the positive results to: (1) high levels of community engagement, (2) implementation at multiple levels (district & provincial government, mass media, local chiefs, religious leaders, healthcare providers, school teachers, etc.), and (3) using local “faces” in program design and in the promotion of the health products. BAM360 LANDSCAPE ASSESSMENT LITERATURE REVEIW 33
Implementers should use psycho-behavioral segmentation to understand and communicate with their target audience. Priority should be given to areas where the greatest impact can be made. Start with the “low-hanging fruit” and then refine and improve the strategy from there.
CITATION: Sgaier, S., Engl E., Kretschmer, S. Time to Scale Psycho-Behavioral Segmentation in Global Development. Stanford Social Innovation Review. 2018..
DESCRIPTION: Commentary on the benefits of psycho-behavioral segmentation as an improvement over standard demographic segmentation. The authors suggest that we should learn lessons from the private sector for how to segment people based on the reason behind their actions in order to better communicate with them. The authors note that programs can draw on existing literature rather than conducting expensive data collection. In addition, programs should prioritize population segments which are easily converted (i.e. “low hanging fruit”).
BEST PRACTICE: RELEVANCY Description: A relevant brand or message is one that meets the target audience’s wants, needs and aspirations.
Relevancy of marketing messages is key. If the target audience does not recognize their own life or experience in the branding/marketing, then they are unlikely to connect with the overall message.
EXAMPLE: Hue, DT et al. “But I AM Normal: Safe? Driving in Vietnam.” Journal of Social Marketing 5, no. 2 (April 13, 2015): 105–24.
DESCRIPTION: Traffic and motorcycle/driving safety are issues of public health concern in Vietnam. The study conducted focus group discussions (FGDs) among different groups of drivers (fathers, mothers, youth, and workers) to understand social norms conducive to safe driving and implications for social marketing of public service campaigns. The main purpose of the FGDs was to understand the nuanced culture around driving in Vietnam.
FINDINGS: Within the FGDs, the researchers asked participants about their reaction to well-known government-run campaigns for safe driving. The campaigns used cool colors and cartoon-like characterizations, and depicted unrealistic road conditions that are intended to imply safety. However, the participants noted that the images were not relevant to their lived experiences as drivers in the congested streets of urban Vietnam, and therefore the campaigns were seen as irrelevant to the majority of focus group participants.
BEST PRACTICE: HEART & MIND OPENING Description: A campaign that is heart and mind opening is one that inspires the audience to both think and feel differently. There is an emotional response, and it gives the audience something to think about.
Programs should inspire empathy through their messages and branding in order to engage their target audience in heart and mind opening behavior. BAM360 LANDSCAPE ASSESSMENT LITERATURE REVEIW 34
EXAMPLE: Jain, Aparna, et al. “Community-Based Interventions That Work to Reduce HIV Stigma and Discrimination: Results of an Evaluation Study in Thailand.” Journal of the International AIDS Society 16 (November 2013): 18711.
DESCRIPTION: Evaluation of an innovative project in Thailand that paired HIV positive members with HIV negative partners in a “buddy” system in order to reduce stigma. Information and IEC campaigns were highly localized, with the “buddies” developing the materials for their specific communities.
FINDINGS: Results showed a combination of activities was required for reducing HIV-related stigma (multiple modes of information transmission and engagement). In addition, the program was strengthened by its focus on a heart and mind opening strategy of the buddy system.
BEST PRACTICE: CONSISTENCY & CONTINUITY Description: A consistent and continuous brand or marketing example is one in which visual cues and messages are repeated over time, such that they are likely to influence behavior.
Behavior change based on marketing / branding of products or services requires a high level of exposure to key messages. Particularly in the case of mass media, which is difficult to target and measure, the majority of studies found that recognition of a particular message was greatly improved when the message was heard multiple times over a prolonged period of time. Conversely, programs with low reach will fail to achieve their desired behavior change.
EXAMPLE: Agha S, Beaudoin CE. 2012. Assessing a thematic condom advertising campaign on condom use in urban Pakistan. Journal of Health Communications 17: 601–23.
DESCRIPTION/FINDINGS: An assessment of a thematic condom advertising campaign found relatively low awareness of Trust brand condoms or advertising of family planning or reproductive health more generally. The authors suggest that the placement and reach of the advertising campaign was inadequate for producing the desired behavior change.
BEST PRACTICE: USE OF APPROPRIATE MARKETING VEHICLES & CHANNELS Description: Channel choices and media strategy should be appropriate for the intended audience. They should present the marketing idea to the user in a unique and relevant way.
Advances in technology offer an exciting opportunity to change the way we “do” public health, including more rapid and easy engagement with the target audience, integration of real-time feedback, and refinement of strategy. However, public health implementers are often slow to take advantage of new technologies, which limits progress within the field. BAM360 LANDSCAPE ASSESSMENT LITERATURE REVEIW 35
CITATION: Lefebvre, Craig. “Integrating Cell Phones and Mobile Technologies into Public Health Practice: A Social Marketing Perspective.” Health Promotion Practice 10, no. 4 (October 2009): 490–94.
DESCRIPTION: Commentary on the use of mobile technologies in public health and some suggestions for how a social marketing framework might be used to better harness this technology. One of the main examples for the use of mobile phones in public health programs has been in sexual/reproductive health. An added benefit of reaching users via cell phone is the discretion made possible by messaging about sensitive topics.
BEST PRACTICE: MEASUREMENT OF OVERALL RESULTS Description: Evaluations of marketing / branding should ask whether the program really produced the intended results on sales, behavior, or intermediate attitudes and beliefs.
The field of behavior change in public health suffers from an inherent measurement challenge in drawing causal links between the campaign activities and the desired outcome. In addition, many programs are launched with distinct funding periods and short evaluation timelines, meaning that sustained behavior change over time is not typically assessed. Evaluators should be wary of conclusions that are drawn from limited-reach programs or evaluations that are conducted shortly after the end of a program.
CITATION: Aboud, F., Singla, D. Challenges to changing health behaviours in developing countries: A critical overview. 2012. Social Science and Medicine. 75(2012) 589-594.
DESCRIPTION: The study reviewed evidence from three categories of interventions (hand washing, use of safe water, and safe sex) in order to develop a set of guiding principles and best practices for implementing and measuring behavior change efforts in developing countries.
FINDINGS: Interventions whose main goal is to influence health behavior are inherently difficult to measure due to lack of causal inference, as well as the timeline for sustained behavior change. However, a few health fields such as HIV prevention and depression treatment have developed innovative “best practice” models for interventions through the use of randomized control trials and development of agreed-upon metrics for evaluation.
BEST PRACTICE: ASSESSMENTS OF MARKETING QUALITY Description: Evaluations of marketing quality should investigate whether the message was tested and if there was evidence of message effectiveness.
Marketing/branding efforts should creatively use technology such as mobile phones to assess the needs of the target audience and to tailor and refine campaign messages. BAM360 LANDSCAPE ASSESSMENT LITERATURE REVEIW 36
EXAMPLE: Mbabazi, W. et al. 2015. “Innovations in Communication Technologies for Measles Supplemental Immunization Activities: Lessons from Kenya Measles Vaccination Campaign, November 2012.” Health Policy and Planning 30, no. 5: 638–44.
DESCRIPTION: Evaluation of a measles supplementation campaign in Kenya which incorporated an innovative use of technology. Mobile phone platforms were used by home-visit health workers to relay real- time data on household perceptions, attitudes and concerns (e.g., likely reasons for measles vaccine refusals) in order to tailor and refine approaches to the campaign in real time. Mobile phones were also used to relay promotional messages about the campaign to members of the target audience.
FINDINGS: Although door-to-door canvassing isn’t new for vaccination campaigns, the main innovation of this program was collecting data via mobile phone for the reasons for refusal. This enabled agility and a shift in messages to address barriers, resulting in a reduction in refusal related to fear and misconceptions.
BEST PRACTICE: PEOPLE & CAPACITY Description: Implementers and decision-makers should have experience and skills required for using brand and marketing best practices. Where this capacity is lacking, leaders should strive to train their teams on the importance of marketing / branding.
Structural/governance issues are important and relevant considerations for effective programs, and yet they are infrequently discussed in the literature. For example, appropriate staffing and capacity-building of employees can make or break a program, and yet the literature lacks any meaningful discussion of how an organization invests in the selection and ongoing training of their team members and how that ultimately affects their efforts. A best practice for the field would be to document and share more successes and challenges related to these considerations.
EXAMPLE: Tebbets, Claire, and Dee Redwine. “Beyond the Clinic Walls: Empowering Young People through Youth Peer Provider Programmes in Ecuador and Nicaragua.” Reproductive Health Matters 21, no. 41 (January 2013): 143–53.
DESCRIPTION: This study provides an overview of IPPF’s Youth Peer Provider program in Ecuador and Nicaragua. The program uses peers to educate young people about contraceptive methods. Peers stock condoms and oral contraceptive pills. For other methods or more intensive counseling, youth are sent to licensed counselors. The report presents successes and challenges, as well as a qualitative assessment of program outcomes.
FINDINGS: Appropriate staffing is key to IPPF’s program success. Coordinators must be committed to working with youth and peer educators must be carefully selected. Attrition is high when either level feels unsupported.
This is one of only a few studies that reported on the structural/governance issues that are part of their programming. BAM360 LANDSCAPE ASSESSMENT LITERATURE REVEIW 37
Public health programs are typically designed and managed by people trained in biomedical and scientific disciplines such as medicine, epidemiology, and pharmaceuticals -- but who have not been trained in marketing/branding/ communication techniques. Leaders should ensure that all members of their team understand the importance of branding and marketing in ensuring program success.
CITATION: Sugg, C. Coming of age: communication’s role in powering global health. Policy Brief #18. BBC Media Action. 2018.
DESCRIPTION: BBC Media Lab paper on the importance of communication in health and behavior change campaigns. Starts with three case studies in which communication was key (both for its negative impact as well as its ability to turn epidemics around) - looking at Ebola in West Africa, and HIV and Polio globally. The study highlights the following challenges: 1. Public health programs are designed and managed by people trained in biomedical scientific disciplines and not in marketing/communications 2. Real and lasting change takes a long time and is highly complex 3. The public health community sees a major gap in the evidence for communication/SBCC efforts, but we are often measuring the “wrong” thing.
ADDITIONAL FINDINGS FROM SYSTEMATIC REVIEWS Much of the findings in systematic reviews and meta-analysis did not correspond with the BAM360 Evaluation Tool. However, there are still several results that merit discussion which are highlighted below.
Systematic reviews suggest that there has been very little innovation in marketing / branding principles within the development sector in the past decade. Instead, organizations are refining and improving on the implementation of principles that have been in place for many years, such as the need for formative research, the use of theory, audience segmentation, message targeting, channel selection, etc. This suggests that public health practitioners are getting better at using marketing techniques, but are not necessarily pushing the field to a higher level.
CITATION: Noar, S. A 10-Year Retrospective of Research in Health Mass Media Campaigns: Where Do We Go from Here? Journal of Health Communication. International Perspectives. Vol 11, 2006.
DESCRIPTION: Systematic review of literature on mass media campaigns for health from 1996-2006.
FINDINGS: Mass media campaign success varies based on the type of behavior (e.g., seatbelts, oral health, alcohol campaigns). There were greater effects found for campaigns that adopt new behaviors rather than those that encouraged stopping behaviors. The authors found very little innovation in the literature that they reviewed, but they did see improvements in use of known marketing principles.
A systematic review found that marketing / branding in mass media for behavior change was more successful for one- off behaviors (e.g., vaccinations for children, lead-testing of houses) versus sustained behavior change for habitual behaviors (e.g., antismoking or increased exercise). Program implementors should consider evidence from previous program successes to design the marketing interventions that are most likely to produce the desired behavior. BAM360 LANDSCAPE ASSESSMENT LITERATURE REVEIW 38
CITATION: Wakefield et al. Use of mass media campaigns to change health behavior. Lancet. 2010; 376(9748): 1261–127.
DESCRIPTION: Review of mass media campaigns in the context of various health-risk behaviors (e.g., use of tobacco, alcohol, and other drugs, heart disease risk factors, sex-related behaviors, road safety, cancer screening and prevention, child survival, and organ or blood donation).
FINDINGS: Mass media is most effective for one-off or episodic behaviors (e.g., vaccines) rather than habitual behaviors (e.g., smoking). An implication of this finding is that implementers should carefully review the growing evidence base for marketing vehicles to inform decision-making within their own programs.
There is a significant publication bias in the literature. Very few studies are published that show little or noeffect. The result of this bias is that we only see the results of programs that are deemed to be “successful” without learning anything from campaigns / interventions that failed or met significant challenges. When this bias happens systematically for a particular approach (e.g., the effect of mass media), the publishing of only favorable results may overstate the effectiveness of that strategy. Implementers should strive to document and share both successes and failures so that the field can learn from mistakes.
CITATION: Evans, WD. et al. Systematic review of health branding: growth of a promising practice. TBM 2015;5 :24–36..
DESCRIPTION: The authors systematically reviewed the literature on health brands, reported on branded health messages and campaigns worldwide, and examined specific branding strategies in multiple subject areas. 69 articles met the final inclusion criteria, 32 of which are new since the 2008 review by the same author.
FINDINGS: The authors noted that well-funded programs such as anti-tobacco or prevention of HIV/STIs dominated the literature. The studies included varying levels of information about their branding efforts. 77% of the studies provided information on their scientific theory; 83% provided some information on key elements of the brand; nearly all studies included information on the marketing channel used; the majority of studies used audience segmentation to increase brand uptake (56%) followed by message tailoring (25%). The authors suggested that studies should explicitly include information on their marketing / branding strategy and should additionally include successful and unsuccessful approaches.
Conclusions Despite significant gaps in the evidence base, the literature review yielded several examples of best practices in marketing and branding in the development sector. The articles cited can be used to inform program decision-making around the use and evaluation of marketing techniques.
As a field, there is a need to expand our understanding of what makes a good brand, how to best use marketing to influence behaviors, and how to translate our experiences into lessons that can be used by others working in this space to improve their own efforts.
Please refer to Appendix D for a full list of articles reviewed. n BAM360 LANDSCAPE ASSESSMENT BEHAVIOR CHANGE FRAMEWORKS 39
Development Sector Behavior Change Frameworks
The following is a summary of 11 behavior change frameworks identified as commonly used by stakeholders working in the development sector. The frameworks on this list were identified either through interviews with stakeholders working in health or development programs, or through literature referenced during this landscaping process (both grey and peer reviewed). While they are referred to generally as ‘frameworks’, they can be categorized into one of the following ‘types’:
1. Theoretical Model – A theory-based conceptual framework for behavior change informed by social science research or program experience
2. Planning Process and/or Toolkit – A document or tool outlining a step-by-step planning process for behavior change (social marketing, SBCC, HCD) program design
3. Standards of Excellence – A checklist of criteria for quality based on a set of pre-determined standards
Each of these frameworks has its own strengths and weaknesses in terms of framing a program’s approach, strategy, and/ or measurement. We will examine whether and how any of these tools have been used in the programs we profile in the development sector case studies, and seek to draw conclusions about how these frameworks contributed to each program’s outcome.
These approaches are described below, chronologically by when they were developed.
FIGURE 1. Referenced Behavioral Approaches Spanning 1974-2018
2006 1974 Pathway’s to a 2012 Precede- 1982 Health Competent 2008 5 Levers of 2016 Proceed Model P-Process (CCP) Society (HCP) DELTA (PSI) Change (Unilever) Circle of Care (HC3)
1979 2002 2006 2009 2014 2018 Social Ecological COMBI (WHO) Bench-mark HCD Toolkit Marketing Behavior Change Model Criteria (NSMC) (Ideo.org) Excellence (MSI) Model for FP (MSI)
A. PRECEDE-PROCEED MODEL31 THEORETICAL MODEL This theoretical framework was developed in two phases: PRECEDE was developed by Lawrence Green in 1974, and PROCEED was added by Green and Kreuter in 1991. PRECEDE stands for Predisposing, Reinforcing, Enabling Constructs in Educational/Environmental Diagnosis and Evaluation. PROCEED stands for Policy, Regulatory and Organizational Constructs in Educational and Environmental Development. Together the combined framework provides a road map for designing health education and promotion programs, and guides planners through a process that starts with desired outcomes and works backwards to identify a mix of strategies for achieving objectives. This model is often credited with advancing the ecological perspective on health that currently dominates today’s public health practice. It views health behavior as influenced by both individual and environmental forces, and helps practitioners bridge the health promotion goal of enabling individuals to improve their own health, with the larger objective of creating the conditions that enable individuals to be healthy.
31 Theory at a Glance, National Cancer Institute, 2005 BAM360 LANDSCAPE ASSESSMENT BEHAVIOR CHANGE FRAMEWORKS 40
B. SOCIAL ECOLOGICAL MODEL/FRAMEWORK THEORETICAL MODEL What is commonly referred to today as the Social Ecological Model (SEM) or Social Ecological Framework (SEF) is based on American psychologist Urie Bronfenbrenner’s Ecological Systems Theory32 developed in 1979. This theory was grounded in the idea that in order to understand human and, specifically, child development and behavior, the entire ecological system within which the child exists has to be considered. Bronfenbrenner’s model describes the existence and interaction of 5 environmental systems with the child at the center: Microsystem (family, peers); Mesosystem (interaction between microsystems); Exosystem (industry, mass media, neighbors, local politics); Macrosystem (ideologies, cultural norms); and Chronosystem (the existence of time based events, e.g., death, divorce over the course of a child’s life). This model has been adapted over the years and has guided much of today’s thinking around social and behavior change. Today, the SEF/ SEM is most often used to describe the importance of context in human behavior and to help identify the most important factors in each of the ‘systems’ that affect an individual’s decision to adopt a product, service or behavior. This theory is the underpinning of several of the models described below including WHO’s COMBI and CCP’s Pathways to a Health Competent Society.
C. CCP’S P PROCESS – 5 STEPS TO STRATEGIC COMMUNICATION33 PROCESS Link: (P Process)
Johns Hopkins University Center for Communication Programs (CCP) developed this process in 1982 as a tool for planning strategic, evidence-based health communication programs. It is defined by a 5- step road map to guide practitioners from a loosely defined concept about changing behavior to a theory-based program design. The process was updated in 2014 under CCP’s Health Communication Capacity Collaborative. The updated 5 steps are as follows:
1. Inquire: understand the problem, identify the audience(s) and their barriers to behavior change. 2. Design the strategy: assemble all players in a design process, develop the project scope and budget, assess risk factors, select a theory or framework, segment audiences, set communication objectives, etc. 3. Create and test: create communication products, test ideas with target audience(s). 4. Mobilize and monitor: roll out project and monitor activities. 5. Evaluate and evolve: measure outcomes, assess impact, disseminate results, and identify future opportunities.
D. UN/WHO COMMUNICATION FOR BEHAVIORAL IMPACT (COMBI) PROCESS Link: (COMBI Approach)
The Communication for Behavioral Impact (COMBI) model was developed at New York University and later adapted by the WHO in 2002. COMBI is based on the principles of integrated marketing and was developed to address identified gaps in existing social marketing frameworks, which were seen as devoid of social mobilization and focused too narrowly on the individual. COMBI is comprised of 5 integrated communication action areas: 1) public relations, advocacy, stakeholder mobilization 2) community mobilization 3) sustained, appropriate advertising that is Massive, Repetitive, Intense and Persistent (M-RIP) 4) personal selling/interpersonal communication/counseling at the community level in homes and at service points, and 5) additional incentives to allow careful listening to people’s concerns.
COMBI has been used in a wide range of health programs all over the world: HIV and AIDS, Dengue, leprosy, Ebola, malaria, TB. The model is still used in health communication and marketing programs developed and led by the UN system and its partners.
32 Bronfenbrenner U. (1979). The Ecology of Human Development: Experiments by Nature and Design. Cambridge, Massachusetts: Harvard University Press 33 Health Communication Capacity Collaborative (November 2013). The P Process, Five Steps to Strategic Communication. Baltimore: Johns Hopkins Bloomberg School of Public Health Center for Communication Programs. BAM360 LANDSCAPE ASSESSMENT BEHAVIOR CHANGE FRAMEWORKS 41
E. CCP’S PATHWAYS TO A HEALTH COMPETENT SOCIETY34 FRAMEWORK Link: (Pathways to a Health Competent Society)
CCP’s Pathways to a Health Competent Society model was developed in 2006 as part of CCP’s global SBCC project, Health Communication Partnership. The model has been subsequently adapted to various health areas ranging from family planning to malaria to HIV prevention. Drawing upon the Social Ecological Framework, the model grounds communication strategies in a particular socio-ecological context, including enabling environments, service delivery systems, communities, husbands and wives, family members and individuals. The model is used to identify pathways to change within these systems and to develop appropriate integrated strategies, applying a range of approaches including: digital and/or broadcast media, community mobilization, interpersonal communication, advocacy and capacity building.
F. THE NATIONAL SOCIAL MARKETING CENTER (NSMC) SOCIAL MARKETING BENCHMARK CRITERIA STANDARDS OF EXCELLENCE Link: (The NSMC)
Building on Alan Andreasen’s 2002 six-point criteria, these standards were developed by the UK-based National Social Marketing Center (NSMC) in 2006. The standards were designed to support better understanding of core social marketing concepts and principles, and promote a consistent approach to review and evaluation. The criteria were not designed to be a simple tick-box checklist but a set of integrated concepts that should define high quality social marketing strategies. These criteria are outlined along with planning guidance and various implementation tools for use by social marketing implementers through the NSMC’s Planning Guide and Toolbox.
G. PSI’S DELTA PROCESS PROCESS Link: (PSI DELTA Companion)
DELTA is a step-by-step marketing planning process developed by PSI in 2008. Over the course of 10 years, the DELTA process was used, mostly by PSI and its implementing partners, to design global social marketing programs for a variety of health areas, including malaria, HIV prevention, family planning and reproductive health. The DELTA process draws on marketing planning principles and is centered on audience insight and brand positioning. The process results in a DELTA marketing plan, comprised of 4 sections answering the following questions: 1. Where are we now? – situation analysis, audience insight, positioning 2. Where do we want to go? – marketing objectives 3. How do we get there? – specific strategies to be employed to achieve the stated objectives following the marketing 4 Ps (Product, Price, Place and Promotion) 4. How are we doing? –research plan, workplan and budget
In 2018, PSI retooled the DELTA process into a new process, Keystone. This new tool broadens a process reliant on the traditional ‘4Ps’ to enable a market development approach (MDA). An MDA is a process that looks broadly at the market as a system - it identifies failures or under-performance in the market, analyzes the root-causes of those failures, and develops interventions supporting scale, equity and sustainability. The traditional focus on the consumer has also been deepened by the adoption of key tenets of human centered design: empathy, insights and prototyping.
34 Research Brief. Pathways to Health Competence for Sustainable Health Improvement: Examples from South African and Egypt. Health Communication Partnership. Baltimore, Maryland. (publication date unknown). Accessed via web: http://ccp.jhu.edu/documents/StoreyKaggwaHarbour.pdf BAM360 LANDSCAPE ASSESSMENT BEHAVIOR CHANGE FRAMEWORKS 42
H. IDEO.ORG HCD TOOLKIT PROCESS Link: (IDEO Design Kit)
Human Centered Design is a creative problem solving approach popularized by IDEO.org beginning in 2009. The HCD process is articulated in IDEO’s multi- step toolkit and process defined by three phases: 1. Inspiration – program designer conducts various immersive techniques to learn about the people the program is being designed for 2. Ideation phase – interpret learnings, identify opportunities for design and prototype possible solutions 3. Implementation phase – the solution is brought to life and eventually to market
Over the course of the past 9 years, IDEO has worked to build global capacity around the HCD process through online courses and a variety of design tools and field guides, most of which are available for free. HCD approaches have been applied in a range of health and development programs, including financial services, adolescent sexual and reproductive health services, and HIV prevention.
I. UNILEVER’S 5 LEVERS OF CHANGE FRAMEWORK Link: (Five Levers Youtube Video)
In 2012, Unilever developed its own model for effective behavior change, the Five Levers for Change. The model is designed as a practical tool to behavior change intervention design, and is based on the company’s learning from consumer research and observation of human behavior. The Five Levers start by first gathering necessary insights to identify barriers to the desired behavior, the necessary triggers to get people to start and the motivators that will help the consumer to stick with the new behavior. The insights derived from this process are then used to determine how the five levers are applied. The levers are: 1. Make it understood – Raise awareness and encourage acceptance of the desired behavior 2. Make it easy – Ensure the new behavior is convenient and build confidence among the target consumer to adopt and maintain the behavior 3. Make it desirable – Position the desired behavior as something that fits within the consumer’s actual or aspirational self image 4. Make it rewarding – Clarify the reward for the behavior by demonstrating the proof and the payoff 5. Make it a habit – Once people have made a change, reinforce the new behavior and remind the consumer to continue to practice it.
The model has been interwoven into Unilever’s Sustainable Living Plan, which guides how it will grow its business in ways that sustainably improve people’s health and wellbeing. Unilever believes its Five Levers can also be used to increase the likelihood of long lasting impact, and therefore encourages the use of this model by other practitioners working in behavior change.
J. MSI’S MARKETING EXCELLENCE FRAMEWORK PROCESS MSI developed a 6-part framework in 2014 to help define standards of excellence for its marketing programs. The framework was articulated in a multi-step toolkit, Reach Out, to be used by global MSI staff during program design, implementation and evaluation to improve marketing capability throughout the organization. The framework was comprised of 6 steps: 1. Market Analysis 2. Audience Segmentation 3. Brand Strategy 4. Objectives BAM360 LANDSCAPE ASSESSMENT BEHAVIOR CHANGE FRAMEWORKS 43
5. Market Strategy 6. Monitoring and Evaluation
The results of each step were used to inform the content of a strategic marketing plan. While the Marketing Excellence Framework is still used somewhat, it is now less used than the Behavior Change Framework detailed below.
K. CCP CIRCLE OF CARE – SOCIAL AND BEHAVIOR CHANGE ALONG THE SERVICE DELIVERY CONTINUUM35 FRAMEWORK Link: (CCP’s Circle of Care Model)
The Health Communication Capacity Collaborative (HC3) created the Circle of Care model in 2016 to demonstrate how service delivery and SBCC can strategically align to create improved health outcomes. The model guides understanding about the role that SBC interventions, particularly strategic communication, play in improving health services throughout the service delivery continuum – before, during and after services. Grounded in an understanding of the needs and wants of both clients and providers, the framework articulates the ways in which communication works with health services to: 1) to create informed demand among the targeted client 2) to improve client-provider interactions and quality of care during services and 3) to improve maintenance of health behaviors including any follow up care.
L. MSI’S BEHAVIOR CHANGE FRAMEWORK PROCESS This new framework was developed in 2016 to guide MSI’s understanding of clients’ family planning choices, and to better tailor services for women in need. The framework is framed around the consumer journey and is designed to be used at the strategic level to guide market analysis, at the community level to identify and understand target populations and inform demand generation, and at the individual level to guide interactions of mobilizers or service delivery staff with clients and potential clients. The Framework is defined by 3 overarching steps and is used widely throughout MSI’s network:
Step 1: Use data to identify and understand the target population Step 2: Design behavior change activities: §§ Stage 1: the population lacks information §§ Stage 2: stigma, community norms, misconceptions that prevent individuals from seeking services §§ Stage 3: practical barriers or brand perceptions stops people from coming to MSI §§ Stage 4: women are discontinuing their method or going to a different provider §§ Stage 5: getting regular FP users to become advocates Step 3: Evaluate the impact of behavior change activities. n
35 Service Communication Implementation Kit. Accessed online: https://sbccimplementationkits.org/service-communication/web-credits/Health Communication Capacity Collaborative. 2018 BAM360 LANDSCAPE ASSESSMENT APPENDIXES 44
Appendices Appendix A: Marketing Practitioners Interviewed
NAME COMPANY TITLE (previous industry experience in parentheses)
1. Greg Biddinger Amazon GM New Seller Recruitment (digital and FMCG experience) 2. Emily Chang Starbucks CMO Starbucks China (retail, hospitality, tech, and FMCG experience) 3. Yogesh Chavda Y2S Consulting Founder, Consultant (FMCG, tech, FMCG consumer market research) 4. Sarah Conklin Hershey Innovation Director (FMCG) 5. Chandreyi Davis Amazon Brand Purpose Lead (FMCG, retail) 6. Jennifer Dimaris JR Simplot VP Marketing JR Simplot Company (FMCG, retail) 7. Laura Flessner Pfizer Strategic Technical Leader/ Director, New Business Innovation/ R&D (FMCG) 8. Lisa Hurst Upshot SVP (agency and FMCG client experience) 9. Mark Jeffreys Digital Agent Now CEO (FMCG) 10. Linda Kim Starbucks Sr. Manager, Digital Customer Experience (retail and FMCG) 11. Elizabeth Klein Mayo Clinic Marketing Director (retail and FMCG) 12. Yasmin Madan ThinkWell Global Private Sector Lead (nonprofit, global health & development, pharmaceutical) 13. Lisa Osborne Ignite 360 Chief Operating Officer/Insights Evangelist (FMCG consumer marketing research) 14. Alia Seraj Diageo Director, Ecommerce (agency) 15. Sarah Vining McCann Worldgroup Associate Strategy Director (advertising – multiple industries) 16. Erica Yahr McCann Worldgroup EVP Strategic Planning Director (advertising – multiple industries)
Stakeholder selection criteria: Experienced private sector marketing leaders (minimum 10 years of brand management and marketing experience) FMCG brand management and other industries (most stakeholders had experience in FMCG and at least one other type of enterprise, e.g., tech, retail) Representation across marketing and related functions (marketing, market research, R&D / innovation, agency account and planning) BAM360 LANDSCAPE ASSESSMENT APPENDIXES 45
Appendix B: References for Private Sector Marketing Best Practices and Recent Developments The references listed below informed our definitions and findings on private sector best practices and recent developments. Articles were identified through the process described below: Step 1: Identify marketing best practices and recent developments through: §§ a. Interviews with private sector marketing practitioners (this also include the author’s perspective) §§ b. Article headline review of Harvard Business Review and the European Business Review for the past 5 years §§ c. Website review (Campaignlive.co.uk, Adage, American Marketing Association, Kantar Millward Brown) §§ d. Attendance (not funded through BAM360) at the Portland Digital Summit Step 2: Online research based on the themes and brand examples identified in Step 1 Step 3: This research was complemented with books that were either recommended by marketing practitioners or identified through our case study investigation.
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Sharp, Byron, How Brands Grow, What Marketers Don’t Know, 2012
Tandon, S. (2017, December). A Brand Expert Explains how Pantanjali is Winning the Battle for Trust of Indian Consumers. Retrieved from: https://qz.com/india/1163965/ramdevs-patanjali-is-winning-the-battle-for-the-indian-consumers-trust/
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Virgin. Understanding the Evolution of the Virgin Brand. Retrieved from: https://www.virgin.com/entrepreneur/understanding- evolution-virgin-brand
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Zanger, D. (2018, August0. RXBar Finds the Perfect ‘No B.S.’ Spokesman in Ice-T. Retrieved from: https://www.adweek. com/agencies/rxbar-finds-the-perfect-no-b-s-spokesman-in-ice-t/ BAM360 LANDSCAPE ASSESSMENT APPENDIXES 49
Appendix C: Development Sector Stakeholders Interviewed
NAME COMPANY TITLE
1. Sohail Agha BMGF Senior Program Officer – Integrated Delivery 2. Cal Bruns Matchboxology Chief Incubationist 3. Gina Dallabetta BMGF Senior Program Officer 4. Doug Evans GWU Professor of Prevention and Community Health 5. Tom Farrand CIFF Consultant 6. Briana Ferrigno McCann Global Health President 7. Clea Finkle BMGF Program Officer – Family Planning 8. Babitha George Quicksand Design Researcher 9. Anabel Gomez AVAC Global Marketing Manager 10. Dave Kim BMGF Program Officer Financial Services for the Poor 11. Steve Kretschmer Desire Line (fmr. IPSOS) Founder, DesireLine 12. Brian Pedersen FHI 360 Technical Advisor, Social and Behavior Change 13. Chris Purdy DKT President 14. Mike Rios 17 Triggers Chief Innovation Officer 15. Dimos Sakallerdis DKT Nigeria Country Director 16. Pam Scott The Curious Company Founder 17. Neha Singh Quicksand Partner 18. Beth Skorochod Collaborate Up (fmr. PSI) Director of Practice 19. Whitney Sogol Wellness Works Global Founder and CEO 20. Mel Stanley CHAI Consultant 21. Mari Tikkanen M4ID Co-CEO, Co-Founder 22. Richard Wright Unilever Behavioral Science Director 23. Jocelyn Wyatt IDEO Chief Executive Officer
Stakeholder selection criteria: Stakeholders were recommended by the BAM360 steering committee or identified by the project team based on social marketing/ SBC experience BAM360 LANDSCAPE ASSESSMENT APPENDIXES 50
Appendix D: References for Branding and Marketing in Development Sector Literature Review
Aboud, F., Singla, D. (2012) Challenges to changing health behaviours in developing countries: A critical overview . 2012. Social Science and Medicine. 75. pp 589-94.
Agha S, Beaudoin CE. (2012). Assessing a thematic condom advertising campaign on condom use in urban Pakistan. Journal of Health Community. pp 601–23.
Ankomah, A., et al. (2014) “The Effect of Mass Media Campaign on the Use of Insecticide-Treated Bed Nets among Pregnant Women in Nigeria.” Malaria Research and Treatment. pp 1–7.
Beaudoin, Christopher E., Hongliang Chen, and Sohail Agha. (2016) “Estimating Causal Effects With Propensity Score Models: An Evaluation of the Touch Condom Media Campaign in Pakistan.” Journal of Health Communication. Vol 4. pp 415–23.
Bowen, Hannah L. (2013) “Impact of a Mass Media Campaign on Bed Net Use in Cameroon.” Malaria Journal 12, no. 1: 36.
C-Change. (2013). C-Change Ethiopia Final Report. Washington DC: FHI 360.
Canavati, S. et al. (2016) “Evaluation of Intensified Behaviour Change Communication Strategies in an Artemisinin Resistance Setting.” Malaria Journal. 15, no. 1.
Clar, C., et al (2014). “Just Telling and Selling: Current Limitations in the Use of Digital Media in Public Health: A Scoping Review.” Public Health 128, no. 12: pp 1066–75.
Collinge, J, et al. 2013. A Streetwise Response to HIV: The Story of Scrutinize. JHHESA.
Collinge, J. et al., Exploring the web of desire: The story of Intersexions.
Collinge, J. et al., (2013) Talking Man-to-Man: The Story of Brothers for Life.
Communications Support for Health (CSH) Programme. (2014) Zambia Communications Support for Health: Stop Malaria Champion Communities Program Evaluation. USAID/Zambia.
Das, A. et al. (2015) “Strengthening Malaria Service Delivery through Supportive Supervision and Community Mobilization in an Endemic Indian Setting: An Evaluation of Nested Delivery Models,”.
Dash, A., et al. (2016). “A Multimodal Discourse Analysis of Glocalization and Cultural Identity in Three Indian TV Commercials.” Discourse & Communication 10, no. 3: pp 209–34.
Ditkoff Wolf S., Grindle, A. Audacious Philanthropy. Harvard Business Review. Oct 2017.
Evans WD, Pattanayak SK, Young S et al. (2014). Social marketing of water and sanitation products: a systematic review of peer-reviewed literature. Social Science and Medicine 110: pp 18–25.
Evans, D. et al. (2015). Systematic review of health branding: growth of a promising practice. Translational Behavioral Medicine. Vol 5: pp 24-36
Evans, W.D. (2008). “Systematic Review of Public Health Branding.” Journal of Health Communication 13, no. 8: pp 721–41. BAM360 LANDSCAPE ASSESSMENT APPENDIXES 51
Evans, W.D. et al. (2014) “Effects of the Above the Influence Brand on Adolescent Drug Use Prevention Normative Beliefs.” Journal of Health Communication 19, no. 6: pp 721–37.
Firestone, R. et al. (2016). The effectiveness of social marketing in global health: a systematic review. Health Policy and Planning. pp 1–15
Firestone, R. et al. (2014). “Effectiveness of a Combination Prevention Strategy for HIV Risk Reduction with Men Who Have Sex with Men in Central America: A Mid-Term Evaluation.” BMC Public Health 14, no. 1.
Gazi, Rukhsana, Humayun Kabir, and Nirod Chandra Saha. (2014). “Changes in the Selected Reproductive Health Indicators among Married Women of Reproductive Age in Low Performing Areas of Bangladesh: Findings from an Evaluation Study.” BMC Public Health 14, no. 1.
Grier, Sonya A., and Shiriki Kumanyika. “Targeted Marketing and Public Health.” Annual Review of Public Health 31, no. 1 (2010): pp 349–69.
Harris, J. et al. (2012) “Addressing Inequities in Access to Health Products through the Use of Social Marketing, Community Mobilization, and Local Entrepreneurs in Rural Western Kenya.” International Journal of Population Research. pp 1–9.
Health Communication Capacity Collaborative. (2012). Desk Review and Qualitative Assessment of Malaria Case Management Social Behavior Change Communications Strategies in Four Countries: Ethiopia, Rwanda, Senegal and Zambia.
Helinski, M. et al. (2015). “Impact of a Behaviour Change Communication Programme on Net Durability in Eastern Uganda.” Malaria Journal 14, no. 1.
Hotz, C. et al. (2012). “A Large-Scale Intervention to Introduce Orange Sweet Potato in Rural Mozambique Increases Vitamin A Intakes among Children and Women.” British Journal of Nutrition 108, no. 01: pp 163–76.
Hue, D. et al. (2015). “But I AM Normal: Safe? Driving in Vietnam.” Journal of Social Marketing 5, no. 2: pp 105–24.
Izogo, Ernest Emeka. (2015). “Determinants of Attitudinal Loyalty in Nigerian Telecom Service Sector: Does Commitment Play a Mediating Role?” Journal of Retailing and Consumer Services. Vol 23: pp 107–17.
Jah, Fatou, Scott Connolly, Kriss Barker, and William Ryerson. (2014). “Gender and Reproductive Outcomes: The Effects of a Radio Serial Drama in Northern Nigeria.” International Journal of Population Research: pp 1–24.
Jain, A. et al. (2013). “Community-Based Interventions That Work to Reduce HIV Stigma and Discrimination: Results of an Evaluation Study in Thailand.” Journal of the International AIDS Society. Vol 16: 18711.
Juneja, S. et al. (2013). “Impact of an HIV Prevention Intervention on Condom Use among Long Distance Truckers in India.” AIDS and Behavior 17, no. 3: pp 1040–51.
Kaufman, M. et al. (2014). “Using Social and Behavior Change Communication to Increase HIV Testing and Condom Use: The Malawi BRIDGE Project.” AIDS Care 26, no. sup1: pp S46–49.
Kemp, Elyria, Ravi Jillapalli, and Enrique Becerra. (2014). “Healthcare Branding: Developing Emotionally Based Consumer Brand Relationships.” Journal of Services Marketing 28, no. 2: pp 126–37.
Khurram A. et al. (2013). “Impact of Social Franchising on Contraceptive Use When Complemented by Vouchers: A Quasi- Experimental Study in Rural Pakistan.” Edited by Roly D Gosling. PLoS ONE 8, no. 9: e74260.
Kincaid, D. Lawrence, Stella Babalola, and Maria Elena Figueroa. (2014). “HIV Communication Programs, Condom Use at Sexual Debut, and HIV Infections Averted in South Africa, 2005:” JAIDS Journal of Acquired Immune Deficiency Syndromes. Vol 66: S278–84. BAM360 LANDSCAPE ASSESSMENT APPENDIXES 52
Koenker, H. et al. (2015). “Impact of a Behaviour Change Intervention on Long-Lasting Insecticidal Net Care and Repair Behaviour and Net Condition in Nasarawa State, Nigeria.” Malaria Journal 14, no. 1: pp 18.
Kreuter, Matthew W., and Jay M. Bernhardt. (2009). “Reframing the Dissemination Challenge: A Marketing and Distribution Perspective.” American Journal of Public Health 99, no. 12: pp 2123–27.
Krishnan, S. et al. (2016). “Impact of a Workplace Intervention on Attitudes and Practices Related to Gender Equity in Bengaluru, India.” Global Public Health 11, no. 9: pp 1169–84.
LaCroix, J. et al. (2014). “Effectiveness of Mass Media Interventions for HIV Prevention, 1986–2013: A Meta-Analysis.” J Acquir Immune Defic Syndr 66: 12.
Lefebvre, C. (2009). “Integrating Cell Phones and Mobile Technologies into Public Health Practice: A Social Marketing Perspective.” Health Promotion Practice 10, no. 4: pp 490–94.
Maibach, E.W., et al. (2008). “Communication and Marketing As Climate Change–Intervention Assets.” American Journal of Preventive Medicine 35, no. 5: pp 488–500.
Mbabazi, W. et al. (2015). “Innovations in Communication Technologies for Measles Supplemental Immunization Activities: Lessons from Kenya Measles Vaccination Campaign.” Health Policy and Planning 30, no. 5: pp 638–44.
Monterrosa EC, Frongillo EA, Gonzalez de Cossıo T et al. (2013). Scripted messages delivered by nurses and radio changed beliefs, attitudes, intentions, and behaviors regarding infant and young child feeding in Mexico. Journal of Nutrition 143: pp 915–22.
Murray, J. et al. The Saturation+ Approach to Behavior Change: Case Study of a Child Survival Radio Campaign in Burkina Faso Global Health: Science and Practice (2015). Vol 3. No. 4.
Naugle DA, Hornik RC. (2014). Systematic review of the effectiveness of mass media interventions for child survival in low- and middle-income countries. Journal of Health Communication: International Perspectives 19: pp 190–215.
Noar, S. (2006). A 10-Year Retrospective of Research in Health Mass Media Campaigns: Where Do We Go From Here? Journal of Health Communication. International Perspectives. Vol 11.
Sgaier, S.,et al. (2018). Time to Scale Psycho-Behavioral Segmentation in Global Development. Stanford Social Innovation Review.
Stern, E. et al. (2015). “Lessons Learned from Engaging Men in Sexual and Reproductive Health as Clients, Partners and Advocates of Change in the Hoima District of Uganda.” Culture, Health & Sexuality. Vol 17, no. sup2: pp 190–205.
Storey, D. et al. (2011). Social and Behavior Change Interventions Landscaping Study: A Global Review. Center for Communication Programs. JHBSPH.
Sugg, C. Coming of age: communication’s role in powering global health. Policy Brief #18. BBC Media Action. 2018.
Sweat MD, et al. (2012). Effects of condom social marketing on condom use in developing countries: a systematic review and meta-analysis, 1990–2010. Bulletin of the World Health Organization 90: 613–22a.
Tebbets, C., Redwine, D. (2013). “Beyond the Clinic Walls: Empowering Young People through Youth Peer Provider Programmes in Ecuador and Nicaragua.” Reproductive Health Matters 21, no. 41: pp 143–53.
Tilahun, T. et al. (2015). “Couple Based Family Planning Education: Changes in Male Involvement and Contraceptive Use among Married Couples in Jimma Zone, Ethiopia.” BMC Public Health 15, no. 1. BAM360 LANDSCAPE ASSESSMENT APPENDIXES 53
Wakefield et al. (2010). Use of Mass Media Campaigns to Change Health Behavior. Lancet; 376(9748): 1261–1271
Zamawe, C. et al. (2016). “The Impact of a Community Driven Mass Media Campaign on the Utilisation of Maternal Health Care Services in Rural Malawi.” BMC Pregnancy and Childbirth 16, no. 1. BAM360 LANDSCAPE ASSESSMENT APPENDIXES 54
Appendix E: Recommendations for Further Reading
Through the process of researching marketing best practices and recent developments, reviewing the literature on brand and marketing approaches in the development sector, and researching behavior change frameworks, we have reviewed approximately 400 books, articles, and other reference materials. In this section, we’ve highlighted the materials we found most helpful and interesting, and that we recommend for further reading.
1. Branding, Marketing/ Social Marketing Reference Texts
§§ Aaker, David, Aaker on Branding, 20 Principles that Drive Success, 2014 Aaker is a widely recognized an expert on branding. This easy-to-read 2014 publication serves both as an update to and compilation of his previous work.
§§ Lee, Nancy R., Kotler, Philip, Social Marketing, Changing Behaviors for Good, 5th Edition, 2016 This classic social marketing textbook was helpful for reviewing definitions and referencing the social marketing approach to branding and marketing, which is consistent with the approach outlined in this landscape assessment. This publication also includes useful examples for marketing concepts in the global health and development sector.
§§ Sharp, Byron, How Brands Grow, What Marketers Don’t Know, 2012 As described in the landscape assessment, this publication is recognized as “the reference for evidence-based marketing.” The book is based on Sharp and his team’s analysis of over 40 years of brands and marketing campaign data across multiple industries and countries. It includes key definitions and explanations, including a discussion on why marketing works and which marketing concepts matter.
2. Identifying and understanding strong brands in global markets
§§ Kantar Millward Brown’s BrandZ Most Valuable Global Brand Reports These annual reports provide a list of the most valuable brands in a given region (Globally, the US, India, S. Africa, etc.), the attributes that contribute to brand value in that market (e.g., trust, purpose, local heritage, etc.), how brands in a given market differ from other regions’ markets, opportunities for improving brand value in the focus market, and a description of the market’s most valuable brands.
3. Business journal articles on marketing best practices and recent developments
§§ De Swan Arons, M., et al, The Ultimate Marketing Machine, HBR, July – August, 2014 Recognizing that the marketing function has changed radically in the decade leading up to the study publication, the authors undertook extensive research (interviews with more than 350 c-suite executives, roundtable discussions, and over 10,000 quantitative surveys with marketing leaders in 92 countries) to understand the strategies, structures, and capabilities of high performing companies – and the implications for marketing organizations. This article is featured in HBR’s “10 Must Reads of 2015.”
§§ Keller, K., The Brand Report Card, HBR, January – February 2000 One of HBR’s “10 Must Reads of Strategic Marketing,” this short article explains 10 traits shared by the world’s strongest brands, many of which also feature in our “Marketing Best Practices BAM360 Tool”
§§ Magids, S., et al. The New Science of Customer Emotions, HBR, November 2015 The authors describe their research and work with companies to “show direct, robust links among specific emotional motivators, a firm’s actions to leverage them, consumer behavior, and business outcomes.” BAM360 LANDSCAPE ASSESSMENT APPENDIXES 55
§§ Reichheld, Frederick F, The One Number You Need to Grow, HBR, Dec 2003 Explains NPS (Net Promoter Score), commonly used as a benchmark for loyalty and growth. The author explains why and how we developed NPS, why it works, and how to use and calculate it.
4. Global Health Program Evaluations that describe marketing interventions in depth
§§ Collinge, J, et al. 2013. A Streetwise Response to HIV: The Story of Scrutinize. JHHESA. §§ Collinge, J. et al., Exploring the web of desire: The story of Intersexions. §§ Collinge, J. et al., Talking Man-to-Man: The Story of Brothers for Life. 2013. These three publications stood out in that they provided detailed descriptions of the marketing and branding program elements, including: marketing spending; how focus group feedback influenced marketing collateral; discussion of behavior change best practices, such as balancing the use of fear with efficacy factors; and summary of qualitative and quantitative research results. We appreciated the comprehensiveness with which the marketing elements and program success factors were described, including detailed organizational charts describing reporting and decision-making relationships.
5. Systematic Review of Health Branding
§§ Evans, WD. et al. Systematic review of health branding: growth of a promising practice. TBM 2015;5 :24–36. Originally conducted in 2008; this current publication builds off the findings from the original report. The study authors use a scale to assess the overall quality of the studies in the review, including categories such as brand development, use of scientific theory, formative research, persuasive elements, measured and reported outcomes, etc. They also offer insights on opportunity areas for health branding, including more rigorous studies to provide evidence for branding effectiveness in public health and training in brand related knowledge and skills among the public health workforce.
6. Publications that focus on opportunities related to marketing approaches in global health and development
§§ Ditkoff Wolf S., Grindle, A. Audacious Philanthropy. Harvard Business Review. Oct 2017 The authors studied 15 social efforts that achieved life-changing results and drew 5 conclusions for philanthropists about what it really takes to enact lasting change (e.g., drive, rather than assume, demand).
§§ Sgaier, S., Engl E., Kretschmer, S. Time to Scale Psycho-Behavioral Segmentation in Global Development. Stanford Social Innovation Review. 2018. As the title suggests, Time to Scale Psycho-Behavioral Segmentation in Global Development makes the case for psycho-behavioral approaches to audience segmentation and provides guidance on how to do so. n