In social marketing, the use of guilt appeals can be effective for influencing healthy behaviors. Guilt, being a moral, other-based emotion, can spur people to think of others, act honestly, and be empathetic. Likewise, collective guilt, the feeling that arises when people believe their in-group caused illegitimate harm to others, can lead people to feel positively toward the victimized others and desire policies that will help them. We can see then, that guilt, though often considered “negative” can lead to an array of prosocial, constructive, behaviors. In that vein, a number of researchers have assessed the possibility that guilt based persuasive appeals can induce such positive behaviors. Clearly, guilt-appeals can be an effective tool for reducing risk (STI testing), increasing prevention practices (encouraging mammograms), and effecting altruistic health-related behaviors (donating blood). In the correct conditions, guilt appeals can induce guilty feelings, lead people to want to “right the wrong,” generate positive attitudes about the message’s advocacy, and intend to engage in a behavior.
Monique Mitchell Turner
Gail Woods Waller
The explosion of global media platforms and user-generated content has fundamentally changed the way people receive and share information. All organizations—whether corporate, government, or nonprofit—now function as media outlets for their constituents. Yet citizens have more power than ever to shape and filter the type of information they see, read, and hear, which creates greater political divisions, increases distrust in institutions, and ensures highly individualized media consumption. In this new environment, successful media campaigns for cause advocacy, branding, marketing, and public relations require culturally relevant messaging, multichannel integration, and targeted digital engagement.
R. Craig Lefebvre and P. Christopher Palmedo
Many ideas about best practices for risk communication share common ground with social marketing theory and practice: for example, segmentation, formative research, and a focus on behavioral outcomes. Social marketing first developed as a methodology to increase the public health impact of programs and to increase the acceptability and practice of behaviors that improve personal and social well-being. The core concepts of this approach are to be people-centered and to aim for large-scale behavior change. An international consensus definition of social marketing describes it as an integration of theory, evidence, best practices, and insights from people to be served. This integrated approach is used to design programs that are tailored to priority groups’ needs, problems, and aspirations and are responsive to a competitive environment. Key outcomes for social marketing efforts are whether they are effective, efficient, equitable, and sustainable. The 4P social marketing mix of Products, Prices, Places, and Promotion offers both strategic and practical value for risk-communication theory and practice. The addition of products, for example, to communication efforts in risk reduction has been shown to result in significantly greater increases in protective behaviors. The Cover CUNY case demonstrates how full attention to, and consideration of, all elements of the marketing mix can be used to design a comprehensive risk-communication campaign focused on encouraging college student enrollment for health insurance. The second case, from the drug safety communication arena, shows how a systems-level, marketplace approach is used to develop strategies that focus on key areas where marketplace failures undermine optimal information-dissemination efforts and how they might be addressed.
Donald W. Hine, Wendy J. Phillips, Aaron B. Driver, and Mark Morrison
Scientists and policy makers face significant challenges when attempting to engage the public about climate change. An important first step is to understand the number and nature of the audiences one plans to target—a process known as audience segmentation. Segmentation involves identifying, within an audience or target population, homogenous subgroups that share similar demographic and/or psychographic profiles. After segmenting an audience, climate change communicators can target their messages based on the unique characteristics of each subgroup. For example, to stimulate engagement and behavior change, messages aimed at audiences that are skeptical about climate change may require different content and framing than messages aimed at audiences already deeply concerned about climate change. The notion of matching message content to audience characteristics has a long history, dating back to the Ancient Greeks. More recently, audience segmentation has played a central role in targeted advertising and also social marketing, which uses marketing principles to help “sell” ideas and behaviors that benefit society. Applications to climate change communication are becoming more common, with major segmentation and communication initiatives being implemented across the globe. Messages crafted to meet the needs of specific audience segments are more likely to be read, understood, and recalled than generic ones, and are also more likely to change behavior. However, despite these successes, the approach has not been uniformly embraced. Controversies have emerged related to the cost effectiveness of segmentation strategies, choice of segmentation variables, potential effects related to social stigmatization, whether segmentation encourages shallow (as opposed to deep) change, the extent to which segments are “found” as opposed to socially constructed by researchers, and whether interindividual differences are best conceptualized in terms of categories or dimensions.
Public service announcements (PSAs) emerged after World War II in the United States as a promising strategy for increasing awareness of important social issues and changing beliefs, attitudes, and behavior. Research at that time showed that PSA campaigns had limited success in changing attitudes and behavior. Even so, both in the U.S. and internationally, sponsoring agencies and organizations continued to produce PSAs, hoping they would create significant behavior change. In the 1980s, a more informed view of what PSAs can achieve began to emerge as practitioners of social marketing demonstrated that media campaigns can produce behavior change when they are designed and executed according to the principles and best practices followed by the advertising industry. Beginning in the 1990s, PSA-based campaigns to promote public action through programs and policy change became more common. Research has shown that such campaigns can play a key role in shaping the public agenda, changing perceptions of social norms, reinforcing school- and community-based programs, and building support for and then publicizing changes in public policy, all of which can foster individual behavior change. PSAs and other media executions are best designed using a planning scheme that is grounded in advertising best practices and behavior change theory and that uses those media executions as part of a broader intervention effort. These various elements can be brought together by using a media planning guide that outlines how the campaign will work in sync with other intervention activities and what its key messages will be. In the United States, federal regulations that outlined broadcasters’ public service obligations were loosened in the 1980s, making it increasingly difficult to get donated time for PSAs and other public service messages. More broadly, the increased focus of broadcasters, cable networks, and print publications on generating revenue has magnified this problem. Faced with strong competition, campaign planners need a strategy for convincing media gatekeepers to give priority to their messaging. The rise of social media (e.g., Facebook, Instagram, Twitter) has opened up a new means of putting PSAs before the public. For example, once a message is posted on a video-sharing website such as YouTube, it can be linked to the sponsoring organization’s website, where additional intervention-related material can be found, as well as to websites hosted by other groups. Promotional efforts through national, state, and community organizations can draw an initial audience, with the hope that they will share the link with their social media and email contacts and that eventually the message will “go viral.” PSAs remain a viable media alternative for public communication campaigns, despite the fact that major media outlets do not often provide donated time or space for such advertising. In some cases, a PSA-driven campaign will be supported by a large budget, but while such campaigns have a better chance of success, the resources required are seldom available. The emergence of social media has created a new way to build an audience. Successful examples of social media campaigns are emerging, but why some campaigns take off and others do not requires additional study.