Recycle, Our Future Way - a Social Marketing Campaign - Literature review Example

Social Marketing Campaign Student’s Name Subject Professor University/Institution Location Date “Recycle, our future way” “Recycle, our future way” is a Relationship Marketing campaign for our developing suburb. It is built on people retention of excellent options to garbage management. Through value change, participative as well as open partnership, satisfaction will be promoted. For instance, the contents of the garbage cans in residential refuse need a disposal strategy (Appendix 1). For delivery, efficiency and sustainability the six tips for success are as identified in the campaign cycle: Fig 1: (adapted from Community campaigns for sustainable living: health, waste & protest in civil society, 2011). A detailed explanation entails: Get local stakeholder and interview them on how they wanted to interact with recycled products like fencing posts. Emails free information of our mission, schedules, services and products to businesses and firms Text marketing to find out what they want and prefer; this target the young generation who uses phone more than emails. Use of bus boards to critically communicate the services and new information Host an event to get people know us and locate our offices Identify marketing agents and give referral rewards on them for motivating and recruiting people to the Simplify the messages by sizes, number of times sent and follow up Compose a musical message for retention Part 1 Prior campaigns; how and why they were (or were not) successful Over the last five years, an unprecedented array of waste management strategies has been available to our suburb residential area. The steady inputs of new initiatives applied, has impacted on agricultural, household and business sectors. Wastes include plastics, agricultural residues, animal carcass, operational wastes, and cooking oil, and food, domestic wastes such as paper products, bottles, rags, metal, glass, and crockery. Through “Our Waste for Future Food”, “Self Lighting and Cooking” and “Get Money on Waste” initiatives most farms have had a steady supply of farm manure, alternative sources of lighting and heating and revenue from recycled sold products. As per Lawnin, (2012) argument, in many cases these new initiative benefits have failed to meet resident’s expectations. Corporations and non- governmental organizations often have not realized the return promises on investment they fund and resource on waste management initiatives. As Judge & Bauld, (2001) argues, common challenges such as regular undue delay, unreasonable charges, and inconvenient location of facilities and use of facility with technical problem occur. Most teams have seen these same challenges over and over again. All teams go through a good project creation methodology. They get approval and funding, move to a phase of well-executed design and roll out. However most fall through before realizing full implementation. Most teams have too many initiatives they put in play but they lack a good alignment of process, people and technology. This is in the case of collection, transportation and destination facilities and manpower. Their business cases most of times focus on single audience like significant business owners but fail to serve other audiences such as end users of their recycled products. Sometimes deployed initiatives are well planned, but there lack a step to ensure that intended beneficiaries such as business unit and operations staff buys the business value. When the project team fails to sell the initiative to the business, and lack strong sales approach, the local leadership resist initiatives from outside. Lack of proper coordination exists as waste management initiatives are launched by different groups. The projects fail, due to little or lack of cross communication among projects. b. The target audience; is target audience ready for action. The target audience in this campaign is local business owners, real estate developers, producers and buyers of agricultural products. Many businesses are located on a central place, dealing with luxury products, timber and furniture production, metal appliances and welding, shopping malls, groceries and beef preparation. The audiences have shown their willingness to participate in decision making and implementation of actions for the betterment of the area. The identified leading practices can promote effective execution and help avoid project obstacles (Higgins, 2005). Further, the practices are good in helping business units to unleash their unrealized potential to the initiatives. The public has come up with some strong points to be able to do the garbage management including: Carry out regular inspections on production facilities, businesses and homes dubbed “See N Say” Organize regular training that include instruction , and applicable requirements of handling and disposing garbage Identify an enforcement council for planning, monitoring and enforcing garbage disposal Garbage team should do well and keep garbage records ,their place of discharge, reception facility, or incineration, The plan for garbage management needs to be certified or approved by governing council. The team must follow at their written procedures aiming at collecting, storing, disposing, processing and minimizing of garbage. Use individual or corporate business equipment in garbage processing. This depends on business type, size and operation area. Units can develop their compactors, incinerators and other devices for their garbage processing. c. The proposed behavior change and its potential impact. According to Lawnin, (2012) the proposed behavior change entails; Inclusion of the people’s capacity to adopt new initiative in selection criteria. This will start by refining the focus on those projects which present the most value while stopping activities with less value. One identified is manufacturing plastic post from recycled materials for fencing and constructions. Select and commit a well-balanced management structure including business staff and project initiative members in the business to start the project. Members in business will be involved in deployment process, decisions making on timing, resources, articulating requirements, and to actively help project team to succeed (Geoghegan, & Dulewicz, 2008.). Reporting the project impacts and progress to businesses and stakeholders in a meaningful way. This is essential in maintaining the momentum of the initiative. The project will also communicate on the value produced, quantifying results and impacts of operations. Create management cases adapted to specific stakeholders and audiences according to their capacity, capability, operation cost, and production. Formulate a social marketing approach for initiative deployment. Utility in funding the project design, proof concept at corporate or group level and Implement at business level. Create a master plan for project coordination and to minimize overload. It will be timeline-based aggregating major initiatives, such as estimates, project stages, and resource requirements d. The barriers to behavior change and the competing alternative behaviors The barrier to behavior change is identified from an array of behaviors and activities as discussed by Locatelli, et al., (2008). Poor society choices based on leisure, aesthetic and recreation and wanting of something special has clouded people’s judgment. They have not been able to reduce the use products that increase non-biogradable waste and conserve energy through use renewable ones. There are many short-term and incoherent solutions which are responsible for long term problems. These include the creation of dumping sites and disposal on rivers and swampy farms. There lack a rationalized environmental policy due pressing social economic needs and poverty. Decisions by political forces have dominated over communal policies emphasizing mitigation. The blame game by perpetrators has been a barrier for effective change. Most businesses blame the planners and area garbage council. The still intrigues of who should bear the cost. If this is not established, the taxpayers, landowners, local or the state cannot fully initiate long lasting waste management in the area. The competing alternative behaviors as identified by Scharfe & Quinte, (2010) are: Promoting the use of methods which are environmentally viable to recover harmful substances from products. These include furniture oils and emulsions, and paints. Put spotlight on the environmental issues caused by human activities. Knowledge determine peoples stand and change making Making people responsible for their own actions. Through the “See ‘N Say” society regulations and control of activities and appointment of individuals and groups. Use media, social networks, stakeholders and schools to educate the general public. This will target the developers, financers and business people to routinely use collective action influence public policy and mobilize against unfriendly waste disposal. Promote zoning restrictions, to mitigate waste disposal along water bodies and public fields. e. How the campaign removes barriers to behavior change. From Buob & Stephan, (2010) discussion this campaign focuses on modifying, changing and monitoring the social factors. Behavior change is expected on: Public perceptions; take waste management as a personal responsibility and not set structure. Promote value in reused and recycled products enhancing their usage. Desired lifestyles; change the consumerism lifestyles to a more environmental sensitive way through reduce, reuse and recycling. Values changes Citizen involvement in decision, making interactive and participative approach bears significant enduring outcomes. Identification of preferred management of the natural resources The Social marketing campaign is founded on the principles from Q.E, (2001:3): This will be through better information, long-term commitment rather than piece-meal approach which continue the abuse. This will change people’s attitude toward friendly waste disposal habits. The campaign increase awareness, engage the public and targeted groups; generate high short term and immediate responses, and long term attitude change. Evaluating the campaign will be of important to derive its uniqueness to achieve the set of objectives. Evaluation will indicate the core target; confirm the purpose and the actions the service are expected to deliver. As Scharfe, & Quinte, (2010) argues, a holistic analysis of environmental and economic process will be taken. This will enable considerations of sustainability as well as prices and the most cost effective services (Appendix 2). The social marketing will use foresight, for continuous improvements and offer dynamic services for effectiveness. Social concerns regulations will be established by commitment to quality and communication. Performance will be evaluated by delivery, reliability and cost effectiveness. f. An analysis of the extent to which the campaign brings key benefits to the present. The campaign strong points toward garbage service delivery are: Offer solution to undue delay Clear location of facilities Reasonable charges for services and facilities Open partnership, where both parties share and benefits Special local regulations Part 2 a) Science of Habit Framework (Kraus, 2010) Analysis of the framework points out four verified techniques toward successful habit management. These techniques can be applied in the case of the suburb waste management.  First is replacing bad habit with the good one. This is by use of a productive habit which is simpler than complete elimination of existing habit. The new initiative for garbage management will aim at providing a preferable service through people’s decision, participation and sharing the benefit. Second technique is based on exercise. Promotion of habit through regular collection and scheduled services is important for lasting waste management. Exercise helps to accomplish a variety of goals in our case, green households, business and apartments and recycling for economical reasons. Specific days in a week, will be set for collection and disposal. Thirdly there is the reward success. The ‘law of effect’ states that rewarding peoples actions strengthen them and increase the likelihood to recur. The social marketing plan has set reward system both formal and informal to greatly increase the chances to transform bad littering and waste management. This can be done by giving such people free recycled products for use. Lastly is scheduling people’s bad habits. If it is hard to kick the past bad habits out it is good to limit them on specific places and time. It is confirmed that this unconventional approach is a useful first step for changing the bad habits. It will embark on emphasizing gathering waste on the last day of the week, then twice a week to make it adaptable. Collection will take place early in the morning, and late evenings to accommodate both day and night time workers. b) Theory of planned behavior/ reasoned action According to Cook, (2005) the core assumptions suggest that people’s behaviors are determined by their intention. To perform a behavior the intention is guided by ones attitude toward a certain behavior and the subjective norm. There are three things that determine intention; people’s attitude toward a specific behavior, subjective norms and the perception of behavioral control. Specific attitudes in response to the behavior in question are then expected to predict the behavior. They will consider hoe others evaluate their behavior. Knowing people’s beliefs lead to knowing the attitudes and prediction of their intentions. The perceptions people have toward performing a given behavior is all what perceived behavioral control is about. Therefore if the attitude and the subjective norm are more favorable and there is greater perceived control, the person’s intention is stronger to perform the behavior. The audience is identified to have a sense for betterment of the environment in accordance to the actions found at point Part 1 (b). References Buob, S. & Stephan, G., 2010. To mitigate or to adapt: How to confront global climate change. European Journal of Political Economy, 27(1), p.1-16.  Cook A., Moore, K. & Steel, G., 2005. Taking a Position: A Reinterpretation of the Theory of Planned Behavior. Journal for the Theory of Social Behavior, 35(2), p.143-154. Geoghegan, L. & Dulewicz, V., 2008. Do project managers’ leadership competencies contribute to project success? Project Management Journal, 39(4), p.58-67. Higgins, J., 2005. The Eight “S”s of successful strategy execution. Journal of Change Management, 5(1), p.3-13. Judge, K. & Bauld, L., 2001. Strong theory, flexible methods: Evaluating complex community-based initiatives. Critical Public Health, 11(1), p.19-38.  Kraus, S. (2010, April 25). How To Replace Bad Habits with Good Ones: The Science of Habit Management. Retrieved September 27, 2012, from SelfGrowth.com: http://www.selfgrowth.com Leonard, L. 2011, Community campaigns for sustainable living : health, waste & protest in civil society. Bingley: Emerald. Lawnin, M., 2012, Unleashing the Full Potential of Technology Initiatives:Effective Execution in a Global Enterprise. WCIR /Wipro Council for Industrial Research , 1-14. Locatelli, B. et al., 2008. Facing an Uncertain Future: How forests and people can adapt to climate change. Forest Perspectives CIFOR, 5(5), p.86 Quality Excellence (Q.E), 2001. Total Quality Management (TQM). Total Quality Management, 12(4), p.1-5. Scharfe, D. & Quinte, P., 2010. Integrated Waste Management Plan. Waste Management, 26(June), p.1-24. Read More