Internal Social Marketing
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Transcript of Internal Social Marketing
Marketing internal change
Dr Stephen DannSchool of Management, Marketing &
International Business, Australian National UniversityDecember 8, 2009
http://www.slideshare.net/stephendann
And that’s the last neat picture
Marketing
marketing is the management process responsible for identifying, anticipating and satisfying customer requirements profitably
Chartered Institute of Marketing (2005)
IdentifyAnticipateSatisfy
Internal Marketing
Internal MarketingInternal marketing uses a marketing perspective for managing an organization’s human resources (George and Grönroos 1991).
Internal Market OrientationIMO involves the generation and dissemination of intelligence pertaining to the wants and needs of employees, and the design and implementation of appropriate responses to meet these wants and needs
Lings, I and Greenley, Measuring Internal Market Orientation, Journal of Service Research, Vol. 7, No. 3, 290-305 (2005), http://jsr.sagepub.com/cgi/content/abstract/7/3/290QUT e-print - http://eprints.qut.edu.au/27747/
The definition
“the adaptation and adoption of commercial marketing activities, institutions and processes as a means to induce behavioral change in a targeted audience on a temporary or permanent basis to achieve a social goal”
Dann, S “Redefining Social Marketing: Adapting and adopting contemporary commercial marketing thinking into the social marketing discipline”, Journal of Business Research, doi:10.1016/j.jbusres.2009.02.013
Why use Social marketing?
• philosophy– all strategies begin with the individual
– focus on individual behaviour
• mechanisms– interventions involve the 4 Ps
– market research
– segmentation
– competition
Interventions involve the 4 Ps
Product
Promotion
Price
Place
Solution
Information
Value
Access
The elements of the change
What you tell people about the change
What it costs the person to change
Where the change will happen
The product
Product
Idea BeliefAttitudeValue
One offOngoing
Objects
Behavior
Physical ObjectSoftware / SystemLarge amount of nothing
Implementing change
Step 1
Talk to the intended audience.Seriously, just talk.
Ask the audience about what they currently do Get them to describe it to youWhat do they like about the current behavior?
If they’re wanting to change, talk about the barriers they feel get in their way
What’s good about it?Why do they do it?
Step 2
Get ready to make them an offerSocial marketing is a deal making technique
Offer them a solution to the problem (if they’ve said there’s a
problem) a better deal (if they’re enjoying what they’re doing) something to think about (if they’re unaware)
When you make the offerBe specificBe direct Be obvious
Step 2.5: Stages of Change
Pre-contemplationNot thinking about the change or its relevance (awareness)
ContemplationThinking about and evaluating the options (education)
PreparationGathering resources for the change (training, upskilling)
ActionTrying out the new approach (help desk)
Confirmationcontinued attempts or commitment to the new process
DiClemenet, C.C., & Prochaska, J.O. (1982). Self change and therapy change of smoking behavior: A comparison of processes of change in cessation and maintenance. Addictive Behavior. &: 133-142Transtheoretical Model
Stages of behaviour changeStage Downstream Upstream
Precontemplation Mass communication Engage media, role models
Contemplation Information and education Train facilitators, engage community organisations
Preparation Facilitated actionPromised reward
Place based initiatives/ programs, competitions
Action Individual responsibility Support and facilitation, group activities
Maintenance Individual responsibility Ongoing rewards
Termination Individual responsibility Reinforce social norms
Step 3
Go back to the people from Step 1Talk to themMake them the offerSee how they react to the offerBe ready to change the offer, scrap the offer or
upgrade and supersize their social changeBuild a relationship based on being honest,
trustworthy and holding up your end of the deal
Don’t cheat
The people in the change
Innovators.
5%
13%
Earlyadopter
Earlymajority
30% 35-40%
12%
Late Majority Laggard
Adopter Categories
Innovators Believes in the cause / identifies the solution
Early Adopters Strong advocate for the cause
Early Majority Informed choice and calculated behavior
Late Majority Will try it once, but need to see real results
Laggards
Traditional set in the ways
Resistant Don’t want the offer
Chronic Know-Nothings
There’s an offer?
Grudging AcceptorDoesn’t have a choice
Conscious RejectersWell informed, well educated, aware of the benefits and costs of the activity, and have declined your offer anyway.
Cautious Super Adopters
Waits for the market to calm down, then picks up the most recent, newest and most stable version
They know what to do, so why won’t they do it?
They don’t actually know what to dowe just think/assume they do
They know what to do but not how to do it
They don’t believe the “evidence”
They don’t care – it’s someone else’s problem
They can’t – the barriers to change are too high
They don’t want to change.
(Reducing) Barriers to Adoption
Time • How long will this take?
Effort • Energy in, Garbage Out
Workstyle• What does this do to the daily work routine?
Psyche• Sense of competence
Perceived risk• psychological risk• social risk• usage risk• physical risk
Conclusion
Marketing is one means, not the means for change.
Use market research to avoid assumptions.
Identify barriers and ways to reduce them.
Accept rejection as a valid and considered response.
The (Bonus) Tool Kit
Services Gap Model
Gaps Model of Service Quality
Customer Gap:difference between customer expectations and
perceptions
Provider Gap 1 (The Knowledge Gap):not knowing what customers expect
Provider Gap 2 (The Service Design & Standards Gap):not having the right service designs and standards
Provider Gap 3 (The Service Performance Gap):not delivering to service standards
Provider Gap 4 (The Communication Gap):not matching performance to promises
PerceivedService
Expected Service
CUSTOMER
COMPANY
CustomerGap
Gap 1
Gap 2
Gap 3
External Communications
to CustomersGap 4ServiceDelivery
Customer-Driven Service Designs and
Standards
Company Perceptions of Consumer Expectations
Gaps Model of Service Quality
Zeithaml, M, Bitner, M J, Gremler D, (2008) Services Marketing, McGraw Hillhttp://www.amazon.com/Services-Marketing-Valarie-Zeithaml/dp/0073380938/ref=dp_ob_title_bk
Provider Gap 1: Not knowing what customers expect
Provider Gap 2: Not selecting the right service designs and standards
Provider Gap 3: Not delivering to service standards
Provider Gap 4: Not matching performance to promises
Customer Expectations
Customer Perceptions
Customer Gap
CustomerGap
Customer Expectations
Company Perceptions of Customer Expectations
Inadequate marketing research orientation Insufficient marketing research Research not focused on service quality Inadequate use of market research
Lack of upward communication Lack of interaction between management and customers Insufficient communication between contact employees and managers Too many layers between contact personnel and top management
Insufficient relationship focus Lack of market segmentation Focus on transactions rather than relationships Focus on new customers rather than relationship customers
Inadequate service recovery Lack of encouragement to listen to customer complaints Failure to make amends when things go wrong No appropriate recovery mechanisms in place for service failures
Provider Gap 1
Gap1
Customer-Driven Service Designs and Standards
Management Perceptions of Customer Expectations
Poor service design Unsystematic new service development process Vague, undefined service designs
Failure to connect service design to service positioning Absence of customer-driven standards
Lack of customer-driven service standards Absence of process management to focus on customer
requirements Absence of formal process for setting service quality goals
Inappropriate physical evidence and servicescape Failure to develop tangibles in line with customer expectations Servicescape design that does not meet customer and
employee needs Inadequate maintenance and updating of the servicescape
Provider Gap 2
Gap2
Service Delivery
Customer-Driven Service Designs and Standards
Deficiencies in human resource policies Ineffective recruitment Role ambiguity and role conflict Poor employee-technology job fit Inappropriate evaluation and compensation systems Lack of empowerment, perceived control, and teamwork
Customers who do not fulfill roles Customers who lack knowledge of their roles and responsibilities Customers who negatively impact each other
Problems with service intermediaries Channel conflict over objectives and performance Difficulty controlling quality and consistency Tension between empowerment and control
Failure to match supply and demand Failure to smooth peaks and valleys of demand Inappropriate customer mix Overreliance on price to smooth demand
Provider Gap 3
Gap3
Service Delivery
Lack of integrated services marketing communications Tendency to view each external communication as independent Not including interactive marketing in communications plan Absence of strong internal marketing program
Ineffective management of customer expectations Absence of customer expectation management through all forms of
communication Lack of adequate education for customers
Overpromising Overpromising in advertising Overpromising in personal selling Overpromising through physical evidence cues
Inadequate horizontal communications Insufficient communication between sales and operations Insufficient communication between advertising and operations Differences in policies and procedures across branches or units
External Communications to Customers
Provider Gap 4
Gap4
This work is licensed under the Creative Commons Attribution-Share Alike 2.5 Australia License. To
view a copy of this license, visit http://creativecommons.org/licenses/by-sa/2.5/au/
Dr Stephen DannSchool of Management, Marketing & International BusinessAustralian National University
@[email protected]://www.slideshare.net/stephendann