Branding and Marketing Best Practices - Mann Global Health · Brand and Marketing Best Practices...
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Branding and Marketing Best Practices How private sector brand and marketing best practices can be applied to improve demand for global health and development products, services, and campaigns. July 2019
Transcript of Branding and Marketing Best Practices - Mann Global Health · Brand and Marketing Best Practices...
Branding and Marketing Best Practices
How private sector brand and marketing best practices can be applied to improve demand for global health and development products, services, and campaigns.
July 2019
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This presentation was originally developed for a workshop at the Bill & Melinda Gates Foundation and for a webinar for the broader international public health community.
Where helpful for additional context, we have added speakers’ notes to this version of the presentation. These notes can be viewed by scrolling over the “notes” icon on the upper left-hand corner of the screen. For questions or further information, please contact:
[email protected]@gatesfoundation.org
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AcknowledgementsMann Global Health’s Branding and Marketing 360 (BAM360) project team would like to thank the many individuals who supported the development of context, themes, and findings outlined in this work:
• The members of the Steering Committee at the Bill & Melinda Gates Foundation – Sohail Agha, Mary Aikenhead, Julianne Lee, Nomi Fuchs-Montgomery, Blair Hanewall, Krishna Jafa, Tracy Johnson, Maren Rodin, and Maaya Sundaram – who provided input and guidance throughout the project.
• The donors and public health professionals and private sector marketing practitioners who generously gave their time to be interviewed to inform our findings and recommendations.
• The project leaders and their team members who shared their materials and discussed their projects with us, enabling the development of our case study series.
MGH’s work on the BAM 360 project – to understand whether and how the discipline of marketing can be applied most effectively to improve the impact of global health and development programs – is made possible by the generous support of the Bill & Melinda Gates Foundation.
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Mann Global Health Branding and Marketing 360 Project Team
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Chastain MannTeam Lead
Anne WilliamsTechnical Lead
Chris Jones Donna Sherard Nora Miller
See team bios at: https://mannglobalhealth.com/our-team/
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Branding and Marketing 360 Project Objective
We seek to understand whether and how the discipline of marketing can be applied most effectively to improve impact of global health and development.
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We believe…
marketing is a discipline,marketing works,marketing is hard,similar to other disciplines, marketing practitioners don’t always get it right, but they learn and adapt.
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Branding and Marketing 360 (BAM360) Project Scope
Objectives1. Identify lessons from private sector marketing that can be applied in global health and development;
2. Understand the effectiveness of marketing (social marketing, brand development, social and behavior change communications) in global health and development to date;
3. Identify the conditions that must be in place for marketing in support of global health and development to be successful in developing countries (why branding and marketing efforts have or have not worked).
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Brand and Marketing Best Practices Framework
Brand and Marketing Best Practices Framework
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Presentation Notes
When we started this work, we set out to understand branding and marketing best practices. We interviewed private sector marketing practitioners and development sector stakeholders, reviewed the literature, reviewed examples of brands and marketing campaigns – and we noted that the themes fell into these 5 areas. As we worked through the project, we summarized these findings in 18 overall brand and marketing best practices, outlined on the next page and in the Brand and Marketing Best Practices Framework (hyperlink in slide above)
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Click here for Branding and Marketing Best Practices
Framework
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Presentation Notes
We developed a standard of excellence for each best practice (the standards of excellence are abbreviated on this page as a summary checklist). We also developed an overall scoring guide – excellent, good, and average, which is available on the branding and marketing best practices framework – hyperlink above. This was helpful for our team, as we needed common language – and common standards – that would enable our 5-person team to evaluate branding and marketing projects. However, we see broad use for this. The 18 best practices give project implementers and stakeholders the language and concepts to have objective discussions about brands and marketing.
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Brand and Marketing Best Practices Framework
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Each overall area – audience focus, brand strategy, etc. -- has 3-5 best practices, summarized on the following pages.
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Brand and Marketing Best Practices Framework
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Brand and Marketing Best Practices Framework
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Brand and Marketing Best Practices Framework
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Brand and Marketing Best Practices Framework
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Brand and Marketing Best Practices Framework
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One closing thought on the framework: there is some logic in how it is depicted, as any branding or marketing effort needs to start with the audience. However, the steps are highly interrelated and iterative. There might be research (audience focus), then perhaps message testing (measurement), then more research (audience focus), etc. Lastly, the area of governance is important throughout each best practice area, and can be thought of as an overall enabling factor.
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Audience Focus
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Brand and Marketing Best Practices Framework
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Understand the AudienceUnderstand the Unspoken as Well as the Spoken
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Based on our interviews and our professional experience, we believe that the need for audience understanding is widely recognized. But there is an opportunity to clarify what is excellent, when it comes to understanding the audience. In our interviews, practitioners spoke about getting “deep” understanding; some interviewees also spoke of this concept of the “unspoken.”
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“Customers are always beautifully, wonderfully dissatisfied, even when they report being happy and business is great. Even when they don’t yet know it, customers want something better, and your desire to delight customers will drive you to invent on their behalf. No customer ever asked Amazon to create the Prime membership program, but it sure turns out they wanted it.” Jeff Bezos, Amazon CEO, 2016 shareholder letter
Understand the AudienceUnderstand the Unspoken as Well as the Spoken
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We think this quote is a great example of the unspoken. It’s not that Amazon customers were reluctant to express their need for prime, but that they weren’t even aware that they needed it. Here’s a similar quote that gets underneath this concept a bit more: “You have to understand your customers’ experiences and ask yourself how they feel, but don’t ask your customer to tell you the solution. You are the designer. Your job is to be a deep, empathetic listener and to imagine ways to solve their problem. Take responsibility to create something better than the customer could have imagined. They are the inspiration, but you are the creator.” -- Rebecca Sinclair, former head of the Airbnb user experience research and design, speaking about the Airbnb storyboard process in Forbes (Joffrion, Emily Fields, “The Designer Who Changed Airbnb’s Entire Strategy,” Forbes, July 9, 2018.)
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Understand the Audience
The implementing team is focused on deeply understanding the audience it serves. Their understanding of the audience goes beyond demographics to include not only attitudes, behaviors, and beliefs, but also the unspoken.
The implementers notice things about the audience that the audience itself does not articulate or might not even be aware of.
Standard of Excellence
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This is an area where we believe governance – and particularly people and capacity -- comes into play. There needs to be someone (or several people) who knows what excellent looks like, who pushes to get this deep level of “unspoken” audience understanding, and who has the seniority to effectively influence the organization to make it happen. We also note that it takes time and a multidisciplinary approach to get to this level of understanding. Several of the projects we looked at (A360, Future Fab, Truth, etc.) worked with a multidisciplinary team. The team make-up differed from project to project, but included creative agency partners, public health researchers, anthropologists or ethnographers, audience members and other stakeholders, etc. These projects also took a multidisciplinary approach. This also differed from project to project, but included things like: one-on-one interviews with the audience or otherwise spending time with the audience (shopping, etc.), journal activities, role-play, focus groups, interviewing other stakeholders (parents, teachers, etc. in the case of ASRH), etc. These findings are “worked” and discussed over a period of time. They are triangulated to find common themes, inconsistencies, tensions, etc.
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Understand the Audience
Girls have a number of competing priorities to health, including the larger imperative of
making ends meet financially.
Girls see having a child as an ‘attainable joy’ – a source of
happiness in reach of even the poorest girls. Perceptions that
using contraception before a first birth will lead to sterility place
that attainable joy at risk.
Many girls do not perceive themselves to be sexually active, even though they
have had sex.
Girls feel a sense of isolation after marriage related to
restrictions and redefining social roles - their dreams go
neglected.
Girls in the target audience are ~15-18 years old. They are navigating and
exploring interests and goals.
Example - ASRH
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Here are some examples of the findings that came out of the audience research on one of the projects we looked at. We thought that many of these findings really get at that deeper level, in particular, “many girls do not perceive themselves to be sexually active, even though they have had sex.” To be clear, we are not saying that a project doesn’t need socio-economic, demographic data. It’s important to know that the target audience is 15-18. But it is also important to know the unspoken. And this part requires time.
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Understand the Audience
Caregivers see no perceived benefit of seeking treatment outside home remedies, and few consequences if they didn’t seek treatment.
Diarrhea is as a common symptom, and it’s only when home remedies fail, and the
child’s condition deteriorates, is there seen to be a need to seek treatment.
Severe symptoms – that prompt the need to seek treatment – include non-stop stool, 10 or more times/ day
The target audience is mothers with children under 5 years-old
Example - ORS
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Here are examples from another project. We found that these findings about the audience could have been deeper. The are largely surface-level findings.
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Articulate an Insight
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Everybody talks about insights, but everyone also struggles to explain what really makes a good insight. Merriam-Webster defines an insight as, “the power or act of seeing into a situation; the act or result of apprehending the inner nature of things or of seeing things intuitively” (https://www.merriam-webster.com/dictionary/insight). While it is easy to define the word, it is more difficult to understand why we need insights and what makes an insight a great one.
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Articulate an Insight
The insight meets all four criteria for excellence:
(1) there is tension (2) it is true but not obvious (3) it strikes an emotional chord in the intended audience (4) it inspires the audience to think or feel differently.
Standard of Excellence
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Presentation Notes
These criteria come from our literature review and interviews with private sector marketing practitioners as well as development sector stakeholders. No one person or resource articulated all 4 of these criteria, but they did echo similar themes – themes around tension; something that is true but beneath the surface (because if it’s obvious or is on the surface, it has already been addressed); something that is emotional and important; and something that causes the audience to think or feel differently. This last point is important because in order to behave differently, we have to first think or feel differently. As part of our research, we looked at the brand Fenty (the cosmetics brand founded by Rihanna). The insight that led to the creation of Fenty was that beauty is about self-expression and that all women want to be and feel beautiful – and yet the beauty industry only shows one standard of beauty. There is tension here (women of all shapes and sizes, races, ages, etc. want to be and feel beautiful, but there’s only one standard of beauty coming out of the cosmetics industry). It’s true, but not something most of us are really aware of and thinking about; it’s below the surface. It is deeply emotional for women and, when we think about this, we might behave differently… We might want to address this tension somehow (by buying different brands, by expressing our feedback to the beauty industry via social media, etc.).
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Articulate an Insight
Insight:The Headfirst Explorer –Airbnb’s target audience –loves discovering new places, but hates being a tourist.
Example
There is tension √It is true but not obvious √It strikes an emotional chord in the intended audience
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It inspires the audience to think or feel differently
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Here’s another example from Airbnb that we think meets these criteria.
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Articulate an Insight
Insight: Girls do not have access to a lot of money, so they will be more likelyto seek services if they are free.
Example
There is tension √It is true but not obvious -It strikes an emotional chord in the intended audience
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It inspires the audience to think or feel differently
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And here’s an example that doesn’t meet the criteria. In our webinar, we asked to the audience to vote – 80% of attendees agreed with our point of view that this insight does not meet the criteria. There is tension, but it is totally obvious, and it doesn’t strike an emotional chord. In theory, it could possibly inspire someone to behave differently (“oh, I didn’t know I could get contraceptives for free”) but because it’s not the real insight, it’s unlikely to do so.
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Articulate an Insight
Insight: Girls see contraceptives as a risk that will prevent their attainable joy of having a baby, when in reality, not using contraceptives is preventing their dream of achieving life goals
Example
There is tension √It is true but not obvious √It strikes an emotional chord in the intended audience
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It inspires the audience to think or feel differently
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Here is a stronger example, also from ASRH: The insight has to be from the audience’s point of view, because it is the audience whom we want to think or feel differently. However, there are often great “insights” from the implementer’s point of view. In this example, the team learned that the audience wasn’t even interested in contraceptives or thinking about their health – they were focused on their hopes and dreams for the future. This is a very important finding because it makes the implementer think differently about the program and how to reach the audience, but it’s not the audience insight. In this case, the audience insight has to do with how girls see contraceptives – and how they might see them differently.
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Brand Strategy
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We recognize that not all projects will have a brand. However, we think it is important to understand what a brand really is and to think about creating a brand as part of creating any communication.
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Brand: A strategic asset with a reputation
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There are lots of definitions of a brand – several of them are included in our landscape assessment. We found them to be true and helpful, but we also found them to be complicated. We find this definition to be both easy to remember and helpful. Here’s how we think about it: A strategic asset implies value – and the value of a brand is what it represents in the hearts and minds of the audience. Takeaway: brands are valuable, there is an investment of time, money, and energy that goes into creating something that the audience remembers and has an association with. And yet, we often find that brands are abandoned and replaced with other, newer brands. A strategic asset implies executive leadership and management – strategic assets are measured and evaluated and discussed at the highest levels of the organization. Is brand health (is the brand trusted? Does it represent what we want it to represent in the hearts and minds of the audience?) discussed at the highest levels of the organization? It has a reputation – it might represent what we want it to represent, but perception is reality. The brand means what the audience thinks it means. The concept of a brand as a strategic asset is based on the work of David Aaker (Aaker on Branding).
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Brand and Marketing Best Practices Framework
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We articulate only 2 best practices for brand strategy; however, governance is critical in developing brand strategy (as it is in all aspects of the best practices). In the pages that follow, we share another example from Airbnb. The Airbnb brand identity was not delegated to junior staff, but was developed by the CEO (who himself had deep expertise in brand design) in partnership with the founder/ owner of a creative agency. This illustrates our point that a brand is a strategic asset (and needs to be treated as such).
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Define a Brand Vision
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There are many concepts and words used to describe what the brand stands for – brand positioning, brand essence, overall brand equity. Some organizations will talk about the mission or purpose. We simplified these concepts and chose the language of “brand vision” (See David Aaker Aaker on Branding). We like the language of “vision” because it suggests an aspiration for something big and important – what is the role of the brand in the lives of the audience? What is the difference the brand seeks to make in the world? Here are some examples of strong brand visions Amazon – to be the Earth’s most customer-centric company, where customers can find and discover anything they might want to buy online, at the lowest possible prices. Apple – to honor those who see the world differently and inspire others to do the same. Starbucks – to inspire and nurture the human spirit – one cup, one person, one neighborhood at a time.
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Define a Clear Brand Vision that Resonates
There is a clear statement of what the brand stands for that resonates with the target audience.
One can imagine, upon seeing the brand, that someone in the audience would say to themselves or to a friend, “Yes!!!! That is so perfect! That is for me!!!”
Standard of Excellence
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When we started this work, we used the language of “relevance,” as in “a clear brand vision that is relevant to the audience.” Relevance is important, but as we sought to understand the difference between good and great, we noted that really great work resonates. We have probably all sat in focus groups where a participant explains – rationally – why the product/ service/ idea we are presenting makes sense and is relevant to them. But, when participants respond: “YES!!! That is for me!!!” – that is when we know we have an idea that resonates.
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Develop the Brand Identity
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By “brand identity” we mean all of the sensory cues that represent the brand. The brand is more than this (because the brand is the reputation that it has from the audience’s perspective, which might be based entirely on a poor customer service experience). However, for this best practice, we are focused on the identity – the sensory cues. We like this image because it reminds us that the brand is a strategic asset that is not built in a factory, but is instead built in our minds.
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Develop the Brand Identity
The brand identity meets all four criteria for a strong brand:
(1) It reflects the brand vision(2) It is distinctive from other brands or messages that compete for
the audience’s attention(3) It conveys a clear and specific personality(4) It is executed consistently
Standard of Excellence
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These criteria are based on interviews, literature reviews, and consultation with existing frameworks, such as the Interbrand brand valuation methodology. We walk through these criteria with an example on the subsequent pages…
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Develop the Brand Identity
(1) It reflects the brand vision
Standard of Excellence
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Airbnb’s brand vision: to create a world where people can belong, anywhere. Notice how this builds on the audience insight (“the headfirst explorer loves to travel and discover new places, but hates being a tourist.”). The headfirst explorer wants to belong. We all know that a brand represents so much more than a logo, but let’s just look at the logo for a minute, because it is very intentional. As a brand that aspires to create a world where people can belong, Airbnb created a symbol – there is no alphabet needed, it’s not in any language – and this was intentional, because it belongs to everyone.
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Develop the Brand Identity
(2) It is distinctive from other brands or messages that compete for the audience’s attention
Standard of Excellence
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A strong brand identity is distinctive. And why is it important that it be distinctive? Because if it’s not, no one will notice it. It has to stand out. In a world where lodging companies communicate quality, reliability, consistency, Airbnb stands out.
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Develop the Brand Identity
(3) It conveys a clear and specific personality
Standard of Excellence
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A strong brand also has a strong personality. When we look at the sensory cues that Airbnb puts out, we see a brand that is welcoming, friendly, warm, and maybe a bit quirky – all of which is fitting for a brand that wants to help people belong.
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Develop the Brand Identity
(4) It is executed consistently
Standard of Excellence
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Even though all of these elements on the page are from different advertising vehicles, from different countries, there is consistency. The consistency comes through in color, the quality of lighting in the photography, the use of soft, rounded shapes. It doesn’t have to be the SAME, but there are consistent elements.
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Define a clear brand vision that resonatesExample
Vision: To make our customers lives a whole lot BRIGHTER
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MTN is a leading telecommunications company – the #1 or #2 player in many African countries and the Middle East.
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Brand Strategy – MTN ExampleVision: To make our customers lives a whole lot BRIGHTER
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While it’s not possible to fully illustrate the brand identity in 6 pictures, we attempt to do so here and note not only the strong, consistent use of yellow (consistency) but also the importance of yellow in supporting the brand vision (to make customers’ lives brighter), as well as the personality “y’ello” as an expression of “hello” (fitting for a telecom company). The brand (y’ello) is also cheerful. Note how MTN also has a strong corporate social responsibility program (21 days of y’ello care) to give back to the communities, as another way to make their customers’ lives brighter.
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Vision: To help couples make decisions about their families without fear or judgment, in a way that is accessible and not medicalized.
Define a Clear Brand Vision that ResonatesExample
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This example comes from one of our case studies: NURHI (Nigerian Urban Reproductive Health Initiative) – the “Get it Together” brand. Through audience understanding, the team learned that their target audience found contraceptives to be highly medicalized and intimidating. They also learned that the audience often felt judged by family planning communications that suggested 2-3 children as the ideal family size. The target population wanted to be able to have the family size that they felt they could “cater for” instead of being told what was right for them.
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Brand Strategy – “Get It Together” Example (NURHI)Vision: To help couples make decisions about their families without fear or judgment, in a way that is accessible and not medicalized
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Here are a few examples of how the Get It Together brand came to life: there was a popular song that was performed and sung by Nigerian pop stars, there was a radio program, bags and umbrellas to drive brand awareness, etc. In our webinar, we asked the audience to vote; about 2/3 said this meets the criteria. We agree. It’s not Airbnb, but we thought this was quite strong. The overall puzzle image suggests “getting it together” – this isn’t explicit in the brand vision, but does fit w/ the desire to help couples make decision about their family size. It is also differentiated vs. other approaches to SRH branding and is very warm, friendly, and accessible.
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Here’s an example of how the Get it Together brand is distinctive (and more relevant) vs. another organization that supports SRH initiatives.
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Campaign Strategy
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Brand and Marketing Best Practices Framework
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Communicate a Clear, Believable Benefit that Resonates
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It seems obvious that a campaign has to have a benefit, but there are many times – and we will show a few examples – when there really isn’t a benefit for the audience. We like this image of the gift. Think of the benefit like a gift for the audience. What’s in it for them? Why should they care?
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There is a clear, believable benefit that resonates!
Communicate a Clear, Believable Benefit that ResonatesStandard of Excellence
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Communicate a Clear, Believable Benefit that ResonatesExample
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What is the benefit in this campaign? Maybe it is avoiding HIV/AIDS? Abstinence as a means of avoiding HIV/AIDS seems like it should be believable, but does it resonate with the audience – from their point of view? We think this campaign does not resonate. On the other hand, as part of our research we hired a group of African university students to help us evaluate branding and marketing efforts targeted to African adolescents. One case study they evaluated was MTV Shuga. This was a program that deeply resonated with them. It played a role in their lives, they identified with it, they learned from it. When they spoke about MTV Shuga, they contrasted it to “those public health posters that you just look at and think ‘oh yeah – a public health poster’ – and ignore.”
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Communicate a Clear, Believable Benefit that ResonatesExample
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Here is a campaign that had a couple of different messages. Our take: The first one does not have much of a benefit. Maybe the benefit is “making the right decision.” Maybe it is believable, but it likely does not resonate. The second “protect yourself, protect others” has a benefit that might resonate a bit more. The third is the strongest of the bunch – “ladies love it” strikes us as a benefit that is clear and likely resonates. Assuming that there is broad audience understanding that circumcision is effective in lowering the risk of HIV/AIDS, all three examples are believable. We have since learned that the implementing team is further developing the campaign consistent with the idea behind “ladies love it” as their main message.
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Communicate a Clear, Believable Benefit that ResonatesExample
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We struggle to identify the benefit in this billboard, yet alone to understand whether it might be believable. Whether the target audience is “older men” or “young girls” we doubt the message resonates.
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Communicate a Clear, Believable Benefit that ResonatesExample
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This video is from the Truth campaign. Truth has been highly effective in reducing smoking among adolescents in the US -- from over 20% in 2000 to less than 10% when this campaign was launched. In this example, the audience (adolescents 15-21) were less concerned (vs. previous generations) about smoking as a societal ill. They might smoke socially but didn’t see that as harmful. By tapping into the target audience’s love of their pets (and the cultural movement of pet videos that flourished on social media during the time that this campaign ran), the Truth campaign made smoking – and the harmful side effects of smoking – more relevant to the audience. This is part of an overall campaign that exposes the link between tobacco use and the things that young people care about – money, relationships, pets, etc.
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Touch the Heart, Open the Mind
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“Touch the Heart, Open the Mind” links back to some of the previous best practices we spoke about: audience understanding/ understanding the unspoken – you need to get deep audience understanding to be able to create programs that resonate and inspire people to think/ feel differently (touch the heart/ open the mind) Insight – it inspires the audience to think / feel differently. This is important in the insight phase, but the implementer also needs to bring the insight to life through a campaign that inspires the audience to think/ feel differently.
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Touch the Heart, Open the Mind
One can clearly see how the idea inspires the audience to think and / or feel differently. There is an emotional response that gives the audience something to think about.
Standard of Excellence
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Touch the Heart, Open the Mind is critical because the audience needs to feel and/ or think differently as a precursor to behaving differently.
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Touch the Heart, Open the MindCase Study Example
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Two examples from the 2008 US presidential election. We looked at the Obama campaign as one of our case studies and found it to be an inspiring example that demonstrated many of the best practices presented in the branding and marketing best practices framework. At a time when the US electorate was feeling disgruntled and apathetic about politics, Obama presented a campaign we found heart and mind opening. It inspired an unprecedented number of volunteers and community organizers to rally behind a change they could believe in. Contrast that with Nader, who took a more “tell” vs. “inspire” approach with the overall message “power to the people not the corporations.”
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Touch the Heart, Open the MindExample
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We think this example from Marie Stopes Kenya’s Future Fab initiative touches the heart and opens the mind – with an important caveat. The overall message “I own my future” is inspiring, it touches the heart, but it is not clear what it is about. It needs a bit more information – such as “Choose your method. Choose your future” to put the message (I own my future) in context and inspire the audience to think and feel differently about the role that contraceptives can play in their lives. Because the program was largely implemented through community mobilization, we believe that this part of the message (the role that contraceptives can play in enabling adolescents to own their future) was communicated. However, in the absence of this message “I own my future” by itself might touch the heart, but it doesn’t open the mind.
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Touch the Heart, Open the MindCase Study Example
Video here
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Here’s another example we found that touches the heart and opens the mind. After many years of commercial success and strong brand recognition in Kenya, Trust condoms were losing market share to competitively priced brands. Young men saw Trust as their parent’s brand. While there was strong brand recognition, it didn’t resonate with them. The Trust team sought to boost sales through a packaging refresh, but it was not effective. It was only when they implemented a holistic campaign behind new positioning (Kuwa True, roughly translated as “show your true colors”) that they gained traction. This is another example that demonstrates how several best practices worked together: The team had robust audience understanding: the target audience, a young man, was concerned about his reputation and what people thought of him, but also wanted to be able to be himself. He felt held back because society (family, friends, coworkers, etc.) had an expectation for how he should behave, but he wanted to be free and express himself. This led to the audience insight: “Most of the time, Johnny (the target) blends into the masses. During his morning commute, at his job, doing his errands. But this is not who he really is, he feels held back most of the time because he is not able to express himself the way he wants. He is full of passion, dreams, and he only gets to showcase his individuality in his leisure time - that’s when he shows his true colors.” The insight comes to life in the campaign – it inspires the audience to think and feel differently – not only about the Trust brand (the brand that enables you to show your true colors) but also about how they express themselves and how they are more than what others think of them.
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Select Marketing Vehicles and Ensure Message Continuity
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Select Marketing Vehicles and Ensure Message Continuity
The marketing vehicles are right for both the audience and the message.
They present the message to the audience in a unique way that stands out.
The visual cues and messages have been repeated over a long enough period of time that they are able to be remembered and are part of the culture – and ultimately influence behavior.
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Select Marketing Vehicles and Ensure Message Continuity
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We like this example from Lifebuoy, a handwashing soap, as a great example of presenting the message in a unique way that stands out. This message “have you washed your hands with Lifebuoy” was stamped onto rotis that were served at the Maha Kumbh Mela India in 2013 (this is the largest religious festival in the world). This is the perfect moment and vehicle to communicate this message!
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Select Marketing Vehicles and Ensure Message Continuity
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These are three examples of brands and campaigns that have executed consistently over time. And yet, in many public health programs, brands and campaigns last the 2-3 year lifecycle of the program. It takes time to build brands. And it takes time to create lasting behavior change.
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https://mannglobalhealth.com/what-we-do/example-projects/For More Information
Contacts:[email protected]@gatesfoundation.org
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See the link above to access the following tools: Brand and Marketing 360 Landscape Assessment – includes definitions, private sector marketing best practices and recent developments, feedback from development sector stakeholders about opportunities and challenges, a summary of our brand and marketing best practices framework, and findings from our literature review (including a recommended reading list) Brand and Marketing Best Practices Framework – includes an explanation of each best practice and standards of excellence Brand and marketing 360 recommendations – outlines recommendations for improving branding and marketing best practices in global health and development Brand and Marketing Case Study Series – includes examples from private and public sector brand and marketing initiatives
