1. “While this behavioural change focus may result in more tangible outcomes, it is possible that we have overlooked the inherent value of exchanging ideas.”

2. “Is it possible that by identifying and emphasising the perceived benefits of your ‘competition’ you can reinforce desires to continue that behaviour?”

3. How to generate insights
Audience + Theory
= Insight

4. “The biggest challenge facing social marketers is in the selling of the 'big unknown’” 

5. Insights describe: A deep ‘truth’ about the customer based on their behaviour, experiences, beliefs, needs or desires, that is relevant to the task or issue and ‘rings bells’ with target people

6. ‘Actionable’ Insights
Move away from simply identifying and collecting a wide range of information, data and intelligence
Move towards identifying potential ‘insights’ within the data and intelligence – and then testing these with the audience

7. Strategy Development Stage: Insights
Insights belong to the ‘Develop’ Phase of the Total Process Planning Framework
In this phase, the planner
Gains a deep understanding of what moves and motivates the target audience and influences their behaviour
Identify emotional barriers (such as fear of testing positive for a disease) as well as physical barriers (such as service opening hours)
Uses insights to develop an attractive exchange and suitable methods mix and start developing propositions, i.e., intervention ideas
‘Developing a proposition’ relates to ideas that move a target from a current to desired behaviour
Includes definition of specific and measurable goals
Includes specific strategic approaches

8. Barriers to Change Tangible Barriers Emotional Barriers
Prevent people from engaging in desired behaviour (e.g., opening hours, access)
Can be addressed through changes to the physical environment
Emotional Barriers
Complex behaviours include ‘social norms’ and emotions
Can only be addressed when planner has an in-depth understanding of the reason for an observed behaviour

9. More than a Piece of Data

10. “More people will adopt the new behaviour if they see that the benefits exceed the costs. Starbucks' goal is helping customers associate their behaviour change rather than just getting discount, reducing cup waste sent to the landfill is much more important than the inconvenience of bringing their own tumblers.”

11. “Audiences believe that businesses were the major water users
“Audiences believe that businesses were the major water users. Therefore, this campaign firstly informed the real regional consumption pattern, which is 70% of overall use is residential.”

12. “If social marketers can present the target audience with benefits that outweigh, not just the drawbacks of change, but also the benefits of the competition, then audiences are more likely to respond.” 

13. “The key messages they want to convey is hands-only CPR is easy to perform and could increase the chances of survival.”

14. “Consumers exchanging resources for new beliefs and behaviours”
Lefebvre, 1992

15. “An ‘exchange’ analysis should imply a consideration of possible incentives, recognition, rewards, and disincentives according to the specific target audience.” (French, 2006)

16. Revisit: Barriers and Benefits
Internal factors (e.g. beliefs, attitudes)
External factors (e.g. infrastructure, natural environment)
Real vs. perceived (e.g. money vs social status)
Personal vs. social (e.g. health vs. pride)

17. Alcohol Use at the University of Sydney
Current Behaviour: Barriers ?
Desired Behaviour: Barriers ?
Current Behaviour: Benefits ?
Desired Behaviour: Benefits ?

18. Rapid Field Trip Issue: Unhealthy Eating
Groups: either 1) Barriers; or 2) Benefits
Task: Join the Rapid Field Trip and observe the people and the environment. Depending on which team you are on, what barriers and benefits to reducing unhealthy food consumption do you observe? After the RFT we will discuss these issues in class.
(perhaps go to Manning Bar/New Law Restaurant(or other closest food outlet)