Pages 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58 59 60 61 62 63 64 65 66 67 68 69 70 71 72 73 74 75 76 77 78 79 80 81 82 83 84 85 86 87 88 89 90 91 92 93 94 95 96 97 98 99 100 101 102 103 104 105 106 107 108 109 110 111 112 113 114 115 116 117 118 119 120 121 122 123 124 125 126 127 128 129 130 131 132 133 134 135 136 137 138 139 140 141 142 143 144 145 146 147 148 149 150 151 152 153 154 155 156 157 158 159 160 161 162 163 164 165 166 167 168 169 170 171 172 173 174 175 176 177 178 179 180 181 182 183 184 185 186 187 188 189 190 191 192 193 194 195 196 197 198 199 200 201 202 203 204 205 206 207 208 209 210 211 212 213 214 215 216 217 218 219 220 221 222 223 224 225 226 227 228 229 230 231 232 233 234 235 236 237 238 239 240 241 242 243 244 245 246 247 248 249 250 251 252 253 254 255 256 257 258 259 260 261 262 263 264 265 266 267 268 269 270 271 272 273 274 275 276 277 278 279 280 281 282 283 284 285 286 287 288 289 290 291 292 293 294 295 296 297 298 299 300 301 302 303 304 305 306 307 308 309 310 311 312 313 314 315 316 317 318 319 320 321 322 323 324 325 326 327 328 329 330 331 332 333 334 335 336 337 338 339 340 341 342 343 344 345 346 347 348 349 350 351 352 353 354 355 356 357 358 359 360 361 362 363 364 365 366 367 368 369 370 371 372 373 374 375 376 377 378 379 380 381 382 383 384 385 386 387 388 389 390 391 392 393 394 395 396 397 398 399 400 401 402 403 404 405 406 407 408 409 410 411 412 413 414 415 416 417 418 419 420 421 422 423 424 425 426 427 428 429 430 431 432 433 434 435 436 437 438 439 440 441 442 443 444 445 446 447 448 449 450 451 452 453 454 455 456 457 458 459 460 461 462 463 464 465 466 467 468 469 470 471 472 473 474 475 476 477 478 479 480 481 482 483 484 485 486 487 488 489 490 491 492 493 494 495 496 497 498 499 500 501 502 503 504 505 506 507 508 509 510 511 512 513 514 515 516 517 518 519 520 521 522 523 524 525 526 527 528 529 530 531 532 533 534 535 536 537 538 539 540 541 542 543 544 545 546 547 548 549 550 551 552 553 554 555 556 557 558 559 560 561 562 563 564 565 566 567 568 569 570 571 572 573 574 575 576 577 578 579 580 581 582 583 584 585 586 587 588 589 590 591 592 593 594 595 596 597 598 599 600 601 602 603 604 605 606 607 608 609 610 611 612 613 614 615 616 617 618 619 620 621 622 623 624 625 626 627 628 629 630 631 632 633 634 635 636 637 638 639 640 641 642 643 644 645 646 647 648 649 650 651 652 653 654 655 656 657 658 659 660 661 662 663 664 665 666 667 668 669 670 671 672 673 674 675 676 677 678 679 680 681 682 683 684 685 686 687 688 689 690 691 692 693 694 695 696 697 698 699 700 701 702 703 704 705 706 707 708 709 710 711 712 713 714 715 716 717 718 719 720 721 722 723 724 725 726 727 728 729 730 731 732 733 14658 result(s) returned

2.2.2 A second diagram

This first representation can be developed in the way shown in Figure 11.

4.2 Stakeholder analysis

Figure 3 illustrates the range of stakeholders who could have an interest in health-related community social marketing programmes.

3.5 Consumer behaviour models

Many theorists have developed models of consumer behaviour. Some of these focus on the factors which influence behaviour (such as the model in Figure 1). Others emphasise the stages which consumers go through as they make their decisions to engage in a particular behaviour. Many adopt the ‘belief–feeling–behavioural intentio
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The theories of reasoned action and planned behaviour

The extended Fishbein model, based on the theory of reasoned action, includes the following components to explain behaviour.

  1. Attitude to the behaviour comprising:

    • a. The strength of the expectancy (beliefs) that the act will be followed by a consequence.

    • b. The value of that consequence to the individual.

    This is the basic expectancy value approach. Returning to our previo
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3.4 The importance of understanding attitudes

One of the most important phenomena for a social marketer to understand is that of ‘attitudes’. Having said this, this is not a straightforward issue as there is much disagreement about the nature of attitudes, how they are formed, and how they determine our behaviour. Attitude theory research is a key focus for consumer behaviour theorists and derives from the field of psychology.

There are many definitions of attitude, for example, ‘the predisposition of the individual to evalua
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3.3 The importance of understanding motivation

Personal characteristics in Figure 1 combine both psychological and personal factors. Two important factors which drive behaviour are motivation and attitudes.

MacFadyen et al. (1998) (see Author(s): The Open University

3.2 The factors which influence consumer behaviour

A large number of factors influence our behaviour. Kotler and Armstrong (2008) classify these as:

  1. Psychological (motivation, perception, learning, beliefs and attitudes)

  2. Personal (age and life-cycle stage, occupation, economic circumstances, lifestyle, personality and self concept)

  3. Social (reference groups, family, roles and status)

  4. Cultural (culture, subculture, social
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3.1 Introduction

Andraesen (1995) states that for the social marketer ‘consumer behaviour is the bottom line’ (p. 14). In order to understand how to develop programmes that will bring about behavioural change we need to understand something about the nature of behaviour. The consumer behaviour literature typically borrows from the fields of sociology, psychology and social anthropology amongst others. There is a vast, and growing, body of knowledge on the subject and a few of the main elements will be dis
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2.4 Reasons against social marketing

Arguments against the use of social marketing can be based on the following:

  • Cost – Social marketing programmes can cost considerable amounts of money. Criticisms of these expenditures are heightened as they are often financed by public money in times of resource constraints and therefore have a high opportunity cost. A related issue is that of the problems involved in assessing the success of these programmes. The long term nature of behavi
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2.3 Reasons for social marketing

Your thoughts should already have suggested reasons why social marketing can be an effective approach to dealing with social problems and issues. We will now consider some of these and also arguments against the use of marketing within this context. Three key reasons for adopting a social marketing approach are:

  1. The power of marketing – The power of marketing principles and techniques in the hands of the commercial sector cannot be denied. M
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2.2 So how can social marketing be defined?

The definition offered by Kotler, Roberto and Lee (2002, p. 5) is a useful one:

The use of marketing principles and techniques to influence a target audience to voluntarily accept, reject, modify or abandon a behaviour for the benefit of individuals, groups or society as a whole.

Social marketing relies on voluntary compliance rather than legal, economic or coercive forms of influence.

<
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2.1 Definitions of marketing

Before we focus on ‘social marketing’ we should clarify the nature of ‘marketing’ as both an academic discipline and a management practice.

Kotler and Armstrong (2008, p. 5) define marketing as follows:

Marketing is human activity directed at satisfying needs and wants through exchange processes.

Two key issues are highlighted by this definition:

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1 Course overview

Never before have social issues been more at the centre of public and private debate than at the present. From concerns about sustainability and the future of the planet to the introduction of smoking bans, from actions to combat ‘binge drinking’ and childhood obesity to programmes designed to prevent the spread of AIDS in developing countries, there is a growing recognition that social marketing has a role to play in achieving a wide range of social goals. In the UK, for example, the Nat
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Learning outcomes

After studying this course, you should be able to:

  • describe and explain the meaning and nature of social marketing

  • analyse social marketing problems and suggest ways of solving these

  • recognise the range of stakeholders involved in social marketing programmes and their role as target markets

  • assess the role of branding, social advertising and other communications in achieving behavioural change.


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References

Anderson, E.S., Grude, K., Haug, T. and Turner, J.R. (1990) Goal directed project management, London, Kogan Page.
Anthony, R.N., and Young, D.W. (1999) Management Control in Non-profit Organizations, 6th edn, Boston, MA, Irwin/McGraw-Hill.
Elbeik, S. and Thomas, M. (1998) Project Skills, Oxford, Butterworth-Heinemann.
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Keep on learning

Study another free course

There are more than 800 courses on OpenLearn for you to
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Conclusion

This course has focused on planning a project. At this stage you may find it useful to recap on the learning objectives introduced at the beginning of the course and to think about some of the issues associated with them.

  1. You should now be able to develop plans with relevant people to achieve the project's goals. This will involve identifying and finding ways of including the appropriate people in the project.

  2. You should be abl
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8 Drawing up the implementation plan

Once the detailed planning and risk assessments have been carried out, you are ready to assemble your implementation plan. A typical implementation plan, including diagrams and charts where appropriate, will contain:

  • a description of the background to the project;

  • its goals and objectives in terms of intended outputs and/or outcomes;

  • the resource implications (budget, personnel – including any training requirements – a
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7.7 Planning for quality

Having considered estimating for time and for costs, the third dimension of projects – quality needs to be considered. The need to achieve a particular level of quality may mean that more time must be spent completing certain tasks or that more resources must be made available for a particular purpose. Once the time and cost estimates have been made, review them to ensure that this estimate will allow an outcome of the right quality.

Many organisations have corporate quality assurance
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