Guide Filter: Design

Introduction

What is a Logic Model?

Logic models are program planning tools that define the inputs, outputs, outcomes of a program in order to explain the thinking behind program design and show how specific program activities lead to desired results. Inputs include the resources, contributions, and investments that go into a program; outputs are the activities, services, events and products that reach the program’s primary audience; and outcomes are the results or changes related to the program’s intervention that are experienced by the primary audience.

Identifying inputs, outputs, and outcomes helps to answer questions like:

• What resources are required to successfully carry out the program?
• What is the program manager going to do to make sure the program has an impact on the identified problem?
• Who makes up the primary audience that the program is trying to engage?
• What is the ultimate goal of the program?

Why Develop a Logic Model?

Defining inputs, outputs, and outcomes early in program planning ensures a deliberate flow of activity to results. Logic models are visual tools that can help programs create action plans for activities. They also help program implementers see the way in which the individual pieces fit into larger program objectives and goals.

Logic models are also helpful for keeping track of program activities, including both achievements and issues that arise during the life of the program. Other reasons to create a logic model include:

Who should develop a logic model?

A logic model should be developed by the research staff in close collaboration with program staff and any government or NGO counterparts who are designing the program and have clear knowledge and understanding of the program goals and objectives.

When should a logic model be developed?

A logic model is developed at the beginning of SBCC programs so it can be used to guide the program and ensure that everyone agrees on and understands the program’s objectives prior to beginning any activities. Donors, partners, and program managers need to have the same understanding of the program from the beginning and throughout the program.

Who is this guide for?

This guide is designed primarily for program managers or personnel who are not trained researchers themselves but who need to understand the rationale and process of conducting research. This guide can help managers to support the need for research and ensure that research staff have adequate resources to conduct the research that is needed to be certain that the program is evidence based and that results can be tracked over time and measured at the end of the program.

Learning Objectives

After completing the steps in the logic model guide, the team will:

1. Identify basic elements of a program logic model
2. Understand how to create a simple version of a logic model

Estimated Time Needed

Developing a logic model can often be done in one day if the team has identified and agreed on the problem.

Steps

Step 1: Identify the Problem

The problem being addressed by the program needs to be well defined so that all program staff and stakeholders working on the program have the same definition of the problem. This ensures that everyone agrees on the program’s objectives prior to beginning any activities. Existing sources of data such as recent DHS surveys will provide information on key health issues among the population. It is also a good idea to consult key stakeholders, government officials, or refer to the national strategic plan for the health area the program addresses.

The logic model should include a description of the problem and who it affects most. For example:

Step 2: Determine the Key Program Inputs

When determining the resources needed for a successful SBCC program, carefully consider key areas ­ such as human resources, office supplies, and field resources.

It often helps to create two columns of inputs: one that lists things that are needed (e.g., office space, computers and other electronic equipment, staff, volunteers) and another that outlines wish list items, or things that would be helpful but are not critical for a successful program. Program staff and stakeholders should be consulted for additional suggestions on what inputs will be needed.

Example inputs:

Step 3: Determine Key Program Outputs

Determine the actions program staff will take (outputs) to make sure the program succeeds (e.g. activities, services, events and products created). When determining outputs, keep in mind the primary audience(s) the team identified. The program should take actions based on their characteristics and seek to engage these audiences in its actions.

A good way to identify outputs is to create a list of activities or actions that will take place to achieve program objectives. For example, if the program will conduct trainings or create new materials, think about the resources that might be needed to complete these activities. Then, review the inputs list to make sure it includes the resources needed for each activity on the outputs list.

Outputs may sound like the results of programmatic work, but they actually represent a sign of progress. Outputs describe the process that will help the program achieve its goals.

For example, the program goal might be to increase pregnant women’s opinions of delivering in a health facility. To reach that goal, the program can hold trainings for leaders of women’s organizations (as in the example below). Training the leaders is the process and the number of trained leaders who engage successfully in the community is an indicator of progress towards that goal. Indicators that measure progress are often called process indicators. More information about process indicators can be found in Step 7.

Example Outputs:

Step 4: Identify Program Outcomes

Determine the ultimate program goals, or outcomes. In other words, what is the program going to change or achieve?

It is helpful to split outcomes into short-term, mid-term, and long-term so that it is easier to recognize progress over time. It is unrealistic to expect immediate success changing a particular behavior over a few months, but fast progress can be made when training community leaders or increasing interest in the program among community members.

Long-term outcomes should closely mirror the ultimate solution to the problem described in Step 1. The short-term and mid-term outcomes should follow logically from the resources that were described as inputs (Step 2) in addition to the primary audiences and actions described as outputs (Step 3).

If program inputs and outputs will not result in the desired outcomes, then it may be necessary to rethink the logic behind the program. However, the program manager might be too involved in the program to see that a step is missing in the program logic. For this reason, it is important to have several other staff members contribute to the development of the logic model. Additionally, defining external or outside factors as described below in Step 6 might help restructure the logic and account for changes in the program design.

Example Outcomes:

To track the progress of outcomes, there should be a starting point or a baseline (e.g. baseline survey data) for the areas that need to be improved. For example, if the program is trying to decrease maternal mortality, it is important to know what the current maternal mortality rate is for the region or country in which activities will be implemented. More discussion of tracking outcomes can be found in Step 7 and the How to Develop Indicators guide.

Step 5: Create a Logic Model Outline

After all of the inputs, outputs, and outcomes have been defined, they can be put together to form an outline of the logic model. The example below shows how this can be arranged.

Step 6: Identify External Influencing Factors

Programs and interventions are always influenced by external or outside factors. When creating a logic model it is important to identify factors that might help or prevent the program from becoming a success.

What to consider:

• Environment/Setting – The setting in which the program will operate is very important. For example, for a campaign encouraging women to seek prenatal care, will rural residents be able to get to health facilities or do midwives need to travel directly to women? This will affect the resources needed and the audiences that should be targeted to achieve short- and long-term program goals. Information about the environment in which the program will be implemented can be gathered through a rapid assessment or formative research before the program begins.
• Other programs – If there are other organizations/programs currently operating in the program area, someone from that program might be able to help identify these external influences. An added benefit is that building relationships with other organizations can help to identify future collaboration opportunities.
• Influences – Consider the influences needed to achieve the desired impact. Are there particular people in the community/region/country that should be engaged? Who would be most helpful in getting program messages across? Is there stigma associated with the activities that are planned?

After identifying all of these individual components, the inputs, outputs, and outcomes can be visually organized in a diagram like the one below, shown as an example only.

Step 7: Identify Program Indicators

While other guides such as How to Develop Indicators will explain how to develop more detailed program indicators, it is important to start thinking about them now. Partners in the community and key stakeholders can help design a program, but the program manager is ultimately responsible for its success and for reporting results to the donor.

As the basic outline for the program’s logic model is developed, it is important to ask “how many?” for each output. For example, how many training workshops will be held in the next 6 months? How many community connections will be made? How many volunteers will be recruited? Once realistic and achievable numbers are decided on for each item, these numbers will become the program’s process indicators.

The goals set for short-, mid- and long-term outcomes will serve as outcome indicators. These indicators will focus more on what the program is trying to achieve rather than how it is being achieved. For example, how many more health providers have used a life-saving maternal health commodity such as misoprostol or oxytocin in the past year? How many more women are coming to a health facility for prenatal care or childbirth than before the program started?

Conclusion

Logic models are a useful visual tool that can help outline the intended activities and results of a program. They clarify program goals and objectives and help stakeholders and program staff see how program inputs will lead to the overall strategic objective. The logic model also provides a platform for discussing external factors that can affect a program’s success and helps guide the creation of monitoring indicators. See below for an example of a completed logic model and a blank template that can be printed and put to use.

For more related information on logic models and other monitoring and evaluation activities for SBCC programming, please see How to Develop Indicators and How to Develop a Monitoring and Evaluation Plan. The Health COMpass also has other related resources that can provide more help in designing social and behavior change communication programs.

Templates

Logic Model Template

Program Inputs and Outputs Template

Samples

Logic Model for Maternal Mortality

Tips & Recommendations

• The steps made towards achieving program goals are not only important to the program manager and staff, they are also important to donors, the community the program serves, and those who might want to work on similar programs in the future. So, make sure to document program steps as they occur during implementation. It is much easier to document them as the program progresses then to try to remember them all after it is finished!
• The wish list created in Step 1 might include connections programs need to make with important people in the community, region, or country.

Glossary & Concepts

• Inputs include the resources, contributions, and investments that go into a program

• Outputs are the activities, services, events and products that reach the program’s primary audience

• Outcomes are the results or changes related to the program’s intervention that are experienced by the primary audience

• Stakeholders are those who are affected by, have a direct interest in or are somehow involved with the health problem.

• Process Indicators track how the implementation of the program is progressing. They help to answer the question, “Are activities being implemented as planned?”

• Outcome Indicators track how successful program activities have been at achieving program goals. They help to answer the question, “Have program activities made a difference?”

Resources and References

References

University of Idaho. Logic Model for Program Planning and Evaluation. Retrieved from:
https://www.extension.uidaho.edu/publishing/pdf/cis/cis1097.pdf

Sage Publications. Creating Program Logic Models. Retrieved from:
http://www.sagepub.com/upm-data/23938_Chapter_3___Creating_Program_Logic_Models.pdf

Center for Disease Control and Prevention. Logic Models. Retrieved from:
http://www.cdc.gov/oralhealth/state_programs/pdf/logic_models.pdf

University of Wisconsin – Extension. Program Development and Evaluation. Logic Model. Retrieved from:
http://www.cdc.gov/oralhealth/state_programs/pdf/logic_models.pdf http://www.uwex.edu/ces/pdande/evaluation/evallogicmodel.html

Banner Photo: © 2015 Medic Mobile, Courtesy of Photoshare

Introduction

__________________________________________________________

Click here to access this Guide in Portuguese – Guias em Português

__________________________________________________________

A channel mix plan for a social and behavior change communication (SBCC) program is a strategic document that identifies the types of communication channels that best reach the priority audience to deliver the messages and the optimal blend of channels that maximizes reach and effectiveness of the messages.

A channel mix plan includes:

• Information on what channels are most effective for the priority audience, based on past impact, audience needs and preferences, and channel availability.
• Recommendations for how the program should combine different channels based on the advantages and disadvantages of each, the fit between the message and the channel, as well as the appropriate timing and scheduling of the messages.
• Information on resources available and how they will be allocated to different channels.

Ultimately, the channel mix selected for the program depends on the communication landscape, audience characteristics, the program’s objectives and messages, reach and intensity, and budget.

Why Create a Channel Mix Plan?

Without a well-developed channel mix plan, messages may not reach the priority audience, resulting in wasted resources. Even if the communication messages and materials are wonderfully and cleverly designed, if they do not reach the intended audience, they will not be effective.

Using a strategic blend of multiple channels, including mass media, community and interpersonal channels, increases an audience’s exposure to messages. It also increases repetition of the message, allowing different channels to reinforce meaning. Repeat exposure improves the likelihood that a message will be understood, accepted and acted upon.

An effective channel mix plan ensures that messages appear in the right place and at the right time to reach the priority audience.

Who Should Develop the Channel Mix Plan?

A small, focused team of key communication staff should plan the channel mix.

When Should the Channel Mix Plan be Developed?

The communication team should develop the channel mix plan after completing the situation analysis, audience analysis and creative brief (unless channel mix planning is done as part of marketing planning). Completing these documents outlines background information on the situation and priority audience in relation to the key health or social issue, and provides a guidepost for creative deliverables that fit within the overall strategic approach. The team should also have designed messages since decisions about what channels to use can depend on the type of message being delivered.

Estimated Time Needed

Developing a channel mix plan can often be done in one day if the team has done a thorough analysis of the audience(s) and the communication landscape. If more research needs to be done, more time will be required.

Learning Objectives

After completing the activities for developing a channel mix, the team will:

• Determine the advantages and disadvantages of the different channels.
• Understand the benefits of using a multi-channel approach.
• Select an appropriate mix of channels to best reach the intended audience(s).

Prerequisites

• Situation Analysis
• Audience Analysis
• Creative Brief

Steps

Step 1: Assess Available Channels

Assess what channels are available to the priority audience(s) and how effective they will be in reaching them. To locate this information for media channels, the team can consult local television, radio stations and press offices. Typically, local advertising agencies also compile latest versions of this information. Additional information may be found in published media analysis studies. For community and interpersonal channels, it can be helpful to look at partner organizations’ reports, clinic-based data and local government statistics. Access to the Internet, social media and mobile phones is on the increase globally. These need to be considered as part of the media mix, as well.

At this stage, also determine the costs associated with each of the available channels, as well as how many people they reach on average with a single exposure. Keep this information for inclusion in the Channel Strategy Chart.

After reviewing these resources, make a list of all the channels that are available to the priority audience(s).

Step 2: Determine the Priority Audience’s Habits and Channel Preferences

It is critical to understand which channels the priority audience prefers and uses regularly so that the team can reach them with the messages. Start by reviewing the audience analysis and situation analysis to understand audience habits and channel preferences. Keeping in mind the available channels, look for the following information:

Step 3: Consider the Strengths and Limitations of Channels

There is no one perfect channel. Each channel has inherent strengths and limitations due to its nature. A blend of channels can be used to capitalize on inherent strengths, allowing for greater impact. Using multiple channels can also have a cumulative and reinforcing effect, increasing the effectiveness of the messages communicated.

For each channel available to the audience, make a list of its unique strengths and limitations. The table below provides examples of general strengths and limitations. The team should supplement this with relevant local information.

Step 4: Determine What Channels Best Fit the Program’s Objectives

Channel selection depends on what the program is trying to accomplish. Review program objectives from the creative brief or communication strategy. Ask what is the purpose of the SBCC intervention. It may be to:

• Inform and educate.
• Persuade and promote.
• Increase intention to act.
• Impart skills.
• Encourage behavior change.
• Reinforce behavior change.
• Nurture advocacy.

If the objective is to impart skills, for example, an interpersonal channel that allows for interactivity and feedback would be an appropriate choice. If the objective is to inform, a mass media channel combined with social media may be the best option.

Determine which channels best fit the program’s objectives and make a list of those channels.

Step 5: Establish a Preference for Reach or Intensity

Based on the program’s objectives, determine the balance between reach – the number of individuals or households exposed to the program’s messages – and intensity – the average number of times individuals or households are exposed to the program’s messages. Due to resource constraints, there is a trade-off between the two. Typically, when reach is high, intensity will be low. If intensity is high, then reach will be low. For example, a program may choose to broadcast a message on all radio stations (high reach) or concentrate on a few stations with more messages that reach a particular segment (high intensity).

In an epidemic, it is important to reach a large number of people with time-sensitive messages. In that case, the team might decide that reach is more important and select a mass-media channel that extends to a wide audience. If, instead, a health problem is concentrated in a certain area or among a specific population, the team might decide that intensity is more important and select channels that allow multiple contact points with the audience, such as peer education sessions.

Step 6: Consider the Fit between Messages and Channels

Certain channels lend themselves to certain messages. If a message is long or detailed, for example, print (in connectivity-challenged areas) or the Internet (where people search or browse) would be more appropriate than a 30-second TV spot. If a message must include images, certain channels, like radio, would not convey the whole message. Messages that are complex and may require clarification would be best suited to interpersonal or digital channels.

Take, for example, a message to youth about sexual behavior:

• What are the media policy and rules in the audience’s environment? How much detail about sexual behavior can be depicted on television or on radio? Perhaps interpersonal or digital media are better platforms?
• What are the social values and culture? What would audiences find appropriate? Determining the most appropriate channel for sensitive topics will help avoid turning off the audience, offending them or making them uncomfortable.

Review the messages already designed for the intervention (see the message design guide). Consider the characteristics and content of the messages to determine which channels are most appropriate.

Step 7: Select the Channel Mix

Review the lists and tables the team compiled in Steps 1-6. Based on those considerations, make a decision about what channels the program will use. Write down which channels will be used and how they complement each other. Also include how each channel is expected to contribute to the achievement of program objectives.

Step 8: Establish the Timing and Frequency

For each channel listed in Step 7, decide when and how frequently to use it. In establishing the timing, reflect back to the tables developed in Steps 1-6 to make sure the timing makes sense with how the channels complement and build on one another, and what the potential costs may be. For example, the team may start with a TV campaign to raise awareness, followed by a big community event and home visits to impact local norms and clarify the message.

Decisions about when to use a channel can depend on the following factors, among others:

• Health events
• Festivals or established events
• Elections
• Weather/seasons
• Agricultural and manufacturing cycles
• Fiscal year
• Holidays
• Media costs at specific times (of day or in a season)

Decisions about how frequently to use a channel will depend partially on both cost considerations and desired impact. The team may choose, for example, to hold weekly community discussion groups because it is critical to get community members discussing a health topic regularly.

Step 9: Think about Budget

Think about what resources are available to the program and the cost for using each channel. Ask if the program has sufficient resources to utilize the channel mix and frequency selected. If not, determine how the program can generate additional resources. It may be that the team can negotiate costs with media sources (value added time given when some is paid for) or combine efforts and resources with a local partner. The team can also look for existing events and activities funded by other sources that they can take advantage of. There may be others already holding mothers’ groups and the program could integrate messages into the existing activities. If sufficient resources still are not available, the program may need to modify the planned channel mix to fit the available budget.

Step 10: Create the Channel Mix Plan

With the information gathered on channels, preference, cost and reach in the earlier steps, create a channel mix plan using the Channel Mix Chart (see Template 1: Channel Strategy Chart). A sample Channel Mix Chart can be found in the samples section.

Templates

Channel Strategy Chart Template

Channel Selection Template

Samples

Channel Strategy Chart: Sample

Tips & Recommendations

• Be careful not to default to using the channels that are easy to use or “seem like a good idea.” Channels should be chosen based on actual information and audience preferences.
• Think about not only the resources currently available for communication activities but also resources that can be generated or leveraged. For example, some television or radio stations may offer value-added time in addition to the time purchased.

Glossary & Concepts

• Reach is the number of individuals or households exposed to a program’s messages.
• Intensity is the average number of times individuals or households are exposed to a program’s messages.

______________

Banner Photo: © 2013 Valerie Caldas, Courtesy of Photoshare

Resources and References

Resources

Leadership in Strategic Communication: Making a Difference in Infectious Disease and Reproductive Health

A Field Guide to Designing a Health Communication Strategy

Making Health Communication Programs Work

Introduction

What Is a Brand and Why is Branding Used in SBCC?

Branding is a marketing technique that has been successfully used in the commercial sector for years to sell products and services. The brand is the idea or promise made to the consumer to distinguish the product or service from its competition. It is expressed in names, terms, logos, symbols or designs.[1] Brands help to define quality, build awareness and recognition, and help the consumer form long-term relationships with products and services. Some of the most globally successful commercial companies – like Coca-Cola® and Apple® – have the most recognized and respected brands.

Branding also can be used successfully in social and behavior change communication (SBCC) programs to help intended audiences adopt and maintain desired behaviors. Behaviors, such as exclusive breastfeeding, taking public transportation or adopting a family planning method, can all be branded to make the behaviors more appealing to audiences. SBCC programs can be branded, as can public sector health services.

What are the Components of a Brand?

A brand strategy is created to develop a brand. The brand strategy is comprised of three main components: the brand positioning, the brand personality and the brand execution. Brand positioning was discussed in Part 2 of this guide. Part 1 covered using audience insight to inform a brand. This guide will address brand personality and brand execution.

What is Brand Personality?

The brand personality is a description of the brand, expressed in two to four adjectives, as if it were a person, such as friendly, bold, smart or confident. Using the exclusive breastfeeding example from Parts 1 and 2 of the guide, the brand personality of this behavior might be nurturing, caring and informed.

Why Develop a Brand Personality?

The personality is used to shape the tone and voice for all brand communication, including advertisements, packaging and the brand name. The brand personality helps to guide decisions around design elements, such as colors and images. The personality also is used internally, along with the brand positioning, to inform how the brand is presented. It can influence the types of words used and even the content of communication materials.

What is Brand Execution?

Brand execution is the material components of a brand – logos, colors, fonts, the ‘look and feel’ – that differentiate a brand in the mind of the audience. Execution is designed to take the product, service or behavior, and create a desired image and perception around it. The executional elements should complement the brand positioning and personality. Developing the executional elements is the last step in developing a brand strategy.

Why is Brand Execution Important?

Without brand execution, the audience would not be aware of the brand, remember it or be able to relate to it.

Who Should Develop the Brand Personality and Execution?

The program team typically develops the brand personality, and can include marketing and communication advisors, key stakeholders and representatives from the priority audience. This team typically develops guidelines for the execution, but an external creative agency or an in-house graphic artist and/or design team should develop the final graphical elements.

When Should the Brand Personality and Execution Be Developed?

Develop the brand personality and brand execution after developing the brand positioning.

[1] P. Kotler, N. Lee. Social Marketing: Influencing Behaviors for Good. Sage Publications, Los Angeles, CA, 2008.

Learning Objectives

After completing the activities in this guide, the project team will be able to:

• Develop a personality for the brand
• Summarize design and logo ideas for a brand

Estimated Time Needed

Developing the brand personality and initial execution should take up to one day. Finalizing the execution can take anywhere from a few days to several months, depending on the program’s and gatekeepers’ availability to review materials and ideas and the

Prerequisites

• Situation Analysis
• Audience Analysis
• Audience Insight
• Positioning

Steps

Step 1: Develop a Brand Personality

Referring to the brand positioning and audience insight, develop a personality for the brand. Start by brainstorming to find a one-word answer for each of the bullets below:

If the brand suddenly came alive and walked into the room:

• What type of person would s/he be?
• What would s/he say and do?
• How would s/he say and/or do it?

From this discussion, choose two to four adjectives that would best summarize the brand. Record these on the Brand Strategy Worksheet (see Template 1: Brand Strategy Worksheet).

Below is a sample list of adjectives that can be used to describe a brand personality. This list is just an example. There are likely many other appropriate adjectives for the brand being developed. Make sure the chosen words are well understood in the program’s context.

Ensure that the brand personality:

• Is described with a short phrase (no more than two to four words, if possible).
• Uses a description that can be understood by a wide audience.
• Is relevant to the consumer because it is based on consumer insight.
• Is honest – does not represent something the brand could never be, such as HIV testing services can be ‘confident,’ but probably not ‘exciting.’
• Is not something that competitors can easily claim. Remember that the brand is unique in the category.
• Is always informed by the positioning.

Note that the personality is describing the brand, not the intended audience that the program wants to use the brand. For the behavior of exclusive breastfeeding for six months, the results of this process might look like this:

Refer to the brand personality and positioning samples in the Samples section for examples from well-known commercial brands.

Step 2: Choose the Brand’s Executional Elements

Choose two to five executional elements from the following list that will help create the brand execution for the priority audience. There is no exact science to selecting the executional elements, but rather an art to choosing those elements that will make your brand unique in its category. No other brand should be linked to the elements chosen. Using the exclusive breastfeeding example, if formula feeding is linked to a certain color in its ads, avoid that executional element. Logos, shapes and fonts are fairly typical elements to choose, but others, such as patterns or sounds, can be unique selections that may truly differentiate your brand in the mind of the audience. Always ask the question, “Will this make the audience recognize my brand?”

• Patterns
• Logo
• Language
• Sound/music
• Scent
• Taste
• Color
• Font
• Shape
• Symbol

The chosen elements should complement the positioning, personality and any other strategic decisions that have been made. They should also match the needs of the priority audience and be likely to hold a place in the audience’s mind. For example, if music is one of the executional elements, it is important to consider which type of music, such as a jingle or song, and which genre of music, such as salsa or rock, will best represent the brand.

The choice of what elements to use is guided more by art and less by science, and should ideally be led by a creative team. Record the final decisions in the Execution section of the Brand Strategy Worksheet (see Template 1: Brand Strategy Worksheet).

Step 3: Consider Executional Elements for Branded Services

If the brand is a service, make sure that the staff and the features of the physical space complement the brand positioning and personality. For example, if a health clinic promises youth-friendly services, consider replacing graphic sexually transmitted infection posters with posters of youth engaging in healthy behavior. Also, ensure that the staff is trained to be friendly and welcoming to youth.

Step 4: Create the Executional Elements

Contract a creative team or advertising agency, or engage an in-house design team to develop all of the chosen executional elements. To be taken seriously, the executional elements must look professionally done and be presented consistently across platforms and media.

Programs should pretest executional elements before finalizing them.

Step 5: Create a Brand Style Guide

Have the same team that creates the executional elements create a brand style guide (See the Samples section for examples of brand style guides) to help ensure the consistent application of all of the elements throughout all communication outputs. Everyone who creates communication materials for the brand should use the brand style guide as a reference document.

At a minimum, a brand style guide should have the following components:

• The positioning statement for the product, service or behavior
• Restatement of the brand personality
• Guidelines for the use of imagery and photography in any communication materials
• Guidelines for use of any logo in full color and in black and white if relevant
• Examples of incorrect logo use
• Description of the brand’s color palette to be used in all communication materials
• Description of all acceptable fonts and typography and how they can be used in materials
• Any other guidelines for graphical elements as needed, including stationery design, presentation guidelines and outdoor media specifications (billboards, posters)
• Online media and web page guidelines
• Trademark and logo protection guidelines
• Donor branding requirements, such as where and how to use the donor logo, if required by the donor

Step 6: Finalize the Brand Strategy

Summarize the three elements of the brand strategy (positioning, personality and execution) on the brand strategy worksheet (see Template 1: Brand Strategy Worksheet). The brand strategy will be used by the program team to develop a brand that will set apart the promoted behavior, product or service in the audience’s mind.

An example of a final brand strategy summary might look like this:

Step 7: Monitor the Brand

Developing a brand strategy is just one part of managing the brand. Throughout program implementation, monitor how the audience perceives the brand.

At the local level, listen to what people are saying about the brand, and notice how people react when they hear the brand name or encounter the brand in another way, such as sight or smell.

Include brand-related questions in routine monitoring tools, as well as program evaluation. Some search engines, such as Google and Yahoo, have analytics software that can notify programs whenever the brand name appears on the Internet in a news story, blog or video. (An online search can identify these and numerous other tools for online brand monitoring.)

Use brand monitoring data to improve how the brand is marketed and to react to brand-related issues as needed. For example, if monitoring of Internet blogs written by mothers shows a trend that exclusive breastfeeding is consistently linked to terms like, ‘hard work,’ ‘don’t have time’ or ‘could not keep up with it,’ the brand strategy must be revisited. If women believe exclusive breastfeeding is too much work, the brand must better address this issue and determine ways to show that it can be managed (working mom testimonials on how to make it work), or that the additional time spent is worth it (doctors pushing the benefits of exclusive breastfeeding). In this way, monitoring data can directly inform improved brand management.

Templates

Brand Strategy Worksheet

Samples

Boy Scouts of America Brand Identify Guide

Adobe Corporate Brand Guidlines

Brand Personality and Positioning Samples

External Resources

http://www.socialfresh.com/monitoring-your-brand-online-reputation/

http://www.practicalecommerce.com/articles/2803-31-Free-Tools-for-Brand-Monitori…

Tips & Recommendations

• Consistently monitoring the brand and how it is perceived, written about and discussed on social media, such as Facebook, Twitter, Pinterest and other channels, can provide a quick and efficient way to alert program staff when a brand is off track and not being perceived according to the brand strategy.

Lessons Learned

• Seeing the brand as a living thing can help brand managers and program staff better understand the brand personality and the traits it embodies.
• Brand personality drives the tone and voice for all communications about a brand, and is a key component to how consumers will think and feel about a brand.
• Do not underestimate the importance of the executional elements of a brand. While this is a combination of art and science, helping the audience associate your brand with a musical jingle or a certain shape can go a long way to differentiating your brand in a sea of other options.

Glossary & Concepts

Audience insight is the identification and refinement of audience perceptions, motivations and needs relevant to a behavior, product or service. Often, the audience is not even aware of these perceptions, motivations and needs.

A brand is a name, term, sign, symbol or design (or a combination of these) that identifies the maker or seller of a product or service, the line of products or services, or the SBCC campaign. The brand tells the audience what they can expect from the product, service, or behavior. It also distinguishes the product, service or behavior from its competition.

Brand execution is the distinctive physical characteristics and traits of a brand, such as its logo, colors or symbols.

Executional elements are the tangible elements that represent the brand. These include logo, language, sound/music, scent, taste, color, font, tag line, shape, symbol and patterns.

The brand personality is the description of the brand expressed in two to four adjectives as if the brand were a person. The brand personality is used to shape the tone and voice for all brand communication, including advertisements, packaging, the brand name and more.

Brand positioning is a way to make an issue, such as breastfeeding, occupy a particular space in the audience’s mind. It is a way to make the issue stand out. It is the way the program wants people to see and feel about the issue. Positioning answers three main questions:

1) What is unique about the brand?

2) What are the most compelling attributes about the brand?

3) How is the brand different from the competition on both an emotional and functional level?

A brand strategy is how, what, where, when and to whom brand messages are communicated and delivered.[1]

A category is the range of options against which the audience will compare the brand.

A jingle is a short song or tune created to remind an audience of a product, service or behavior. A good jingle stays in the audience member’s mind without any effort on his or her part.

A positioning statement is one sentence that captures what the brand stands for in the mind of the audience. The positioning statement is the core of the brand strategy.

Resources and References

Resources

The DELTA Companion: Marketing Made Easy

References

• Evans, D.W., Hastings, G. Eds. Public Health Branding: Applying Marketing for Social Change. London. Oxford University Press, 2008
• Evans, D.W. Ed. Psychology of Branding. New York, NY. Nova Science Publishers, Inc., 2013.
• Gobe, M. Emotional Branding: The New Paradigm for Connecting Brands to People. New York, NY Allworth Press, 2001
• Kotler, P., Lee, N. Social Marketing: Influencing Behaviors For Good. Third Edition. California, Sage Publications, 2008.
• Population Services International. The Delta Companion.
• Population Services International. The Delta Companion. “Audience Insight”
• Population Services International. The Delta Companion. “Building a Better Brand”
• Ritaccio, G. The Needs of a Segment Should Drive Design. Greenbook. The Guide for Buyers of Marketing Research. Online March 2014.
• Schwabel, D. Top 10 Free Tools for Monitoring Your Brand’s Reputation. Mashable. http://mashable.com/2008/12/24/free-brand-monitoring-tools/. December 24, 2008. Accessed 26 January 2015.
• Weinreich, N.K. Hands – on Social Marketing: A Step-by-Step Guide. California. Sage Publications, 1999

Banner Photo: © 2007 Gilbert Awekofua, Courtesy of Photoshare

Introduction

What is a Brand and Why is Branding Used in SBCC?

Branding is a marketing technique that has been successfully used in the commercial sector for years to sell products and services. The brand is the idea or promise made to the consumer to distinguish the product or service from its competition. It is expressed in names, terms, logos, symbols or designs.[1] Brands help to define quality, build awareness and recognition, and help the consumer form long-term relationships with products and services. Some of the most globally successful commercial companies – like Coca-Cola® and Apple® – have the most recognized and respected brands.

Branding also can be used successfully in social and behavior change communication (SBCC) programs to help intended audiences adopt and maintain desired behaviors. Behaviors, such as exclusive breastfeeding, taking public transportation or adopting a family planning (FP) method, can all be branded to make the behaviors more appealing to audiences. SBCC programs can be branded, as can public sector health services.

How is a Brand Developed?

A brand strategy is created to develop a brand. The brand strategy is comprised of 1) the brand positioning, 2) the brand personality and 3) the brand execution. This guide discusses brand positioning. Brand personality and brand execution are introduced in How to Create a Brand Strategy Part 3: Developing the Personality and Look of a Brand.

What is Positioning?

Brand positioning is the identification and promotion of the most important and unique benefit that the product/service/behavior represents in the mind of the audience. Positioning identifies three main aspects of the brand for the audience:

1) What is unique about the brand?

2) What are the most compelling attributes about the brand? and

3) How is the brand different from the competition on an emotional and functional level?

A positioning statement briefly describes the most compelling emotional and functional benefits of the brand for the priority audience.

Broadly speaking, positioning involves identifying the brand category, defining the point of differentiation from the competition and writing the positioning statement.

Why Develop a Brand Position?

Positioning helps the SBCC program be perceived in a positive light by the audience. Positioning, however, is ‘behind the scenes.’ While it guides the marketing strategy, it is never explicitly stated in external marketing materials.

Who Should Develop the Brand Position?

The same team developing the SBCC or branding strategy should develop the brand position. This could include the project team, marketing and/or communication advisors, key stakeholders and representatives from the intended audience.

When is the Brand Position Developed?

Develop the brand positioning and positioning statement as part of the creative brief or, if branding is done apart from the communication strategy, after developing the audience insight statement. Brand positioning can happen during the initial development or launch of a product, service or program, or as part of a repositioning effort to revive a brand.

[1] P. Kotler, N. Lee. Social Marketing: Influencing Behaviors for Good. Sage Publications, Los Angeles, CA, 2008.

Learning Objectives

After completing the activities in this guide, the team will be able to:

• Identify the main components of a positioning statement
• Develop a compelling positioning statement

Estimated Time Needed

Developing a single brand positioning statement should take less than one day since all of the needed information should be available from the audience analysis and audience insight.

Prerequisites

• Situation Analysis
• Audience Analysis
• Audience Insight

Steps

Step 1: Identify the Competition

One of the primary roles of a brand is to define how the product, service or behavior is unique. To do this well, it is necessary to first define the competing product, service or behavior. Review the audience insight data and the answers to the ‘What?’ questions in the 6Ws of Choice (see the audience insight guide). List what the priority audience identifies as the competition for the product, service or behavior being branded. For example, the competition for exclusive breastfeeding may be supplementing with formula, or not breastfeeding at all.

Step 2: Begin to Define the Brand Category

The category is the range of options that the audience will compare against the new product/service/behavior. The category helps define what would substitute for the product/service/behavior being branded. The broader the category, the more options the audience will consider when evaluating whether or not to choose the branded behavior.

Categories can be defined broadly or narrowly. For some products and services there are a number of categories that can be explored. For others, especially for some behaviors, there may be only one logical category. For example, the table below shows broad and narrow categories for a product and service related to FP and maternal health, but only one category for a behavior. The reason for defining the category is to determine the ‘competition’ for the branded product/service/behavior and how to differentiate your brand from that competition. This will be explored in the next section.

It will help to think of competing products, services or behaviors, and determine into which categories or groups they naturally fit. Are they all health-seeking behaviors? Ways to improve child health? What do priority audience members call them or how do they describe them when speaking about them generally? Once a few categories have been identified, summarize each of them in a few words.

Next, consider what advantages the new brand has in each category. What does the new brand have or do that the other brands in that category do not? This is called a competitive advantage. The tables below illustrate categories for FP counseling, prenatal vitamins and breastfeeding, and the competitive advantages for each. For each potential category, summarize the competitive advantages of placing the brand in that category. Fill out the Potential Categories table with the potential categories and the competitive advantages for the brand (see Template 1: Potential Categories).

In the context of SBCC, the same idea applies, and the competition may also include behaviors that are not branded. For example, the competition for use of an insecticide treated net also may include not sleeping under a net.

Step 3: Select a Category

Make a decision about what category the new brand best fits in by selecting one of the potential categories listed. The decision to choose one category is up to the team developing the brand strategy. Consider the following questions in selecting the brand category and choose the category that gives the brand the best chance of being successful:

• What makes the most sense for the audience?

Summarize what the audience said about the variety of options they have and resist the temptation to simply decide for them. For example, while health programs might categorize contraceptive methods that give women more control of their reproductive choices as “women-initiated methods,” research might show that “women-initiated” does not mean anything to the audience. Rather, a woman choosing a method evaluates her options not just among “women-initiated” methods, but also among a full range of contraceptive options. Therefore, a more meaningful category for this audience would be more likely, “all FP methods.”

• What is missing from the existing competition?

Sometimes there is opportunity in what is missing from the competition – a need that is not being met. For example, a brand promoting exclusive breastfeeding might include a hotline number for support or help. This key piece might not be available from formula brands. The hotline could provide needed support for new mothers and allow them to ask other questions about the health of their babies.

• Are there plans to extend the product/service/behavior line in the future?

If the program plans to add more products, services or behaviors to the brand over time, it might choose a category broad enough to include those future items (rather than a category into which the current product, service or behavior fits, but later, items in the brand will not). For example, the category chosen for FP counseling could be, ‘interpersonal communication on family planning.’ This category, rather than the narrower, ‘medically-provided counseling,’ allows the brand to expand to include other offerings, such as an FP hotline or community peer education.

Category Analysis Worksheet for Sarah

Step 4: Summarize the Benefits and Barriers

The next step is to understand the reasons why audience members do or do not use the other products/services/behaviors in the category. For example, new mothers use formula instead of exclusive breastfeeding before six months because they believe it is modern.

Looking at the answers to Why? and Why not? from the 6 Ws of Choice (see audience insight guide), note all of the reasons the audience said they do or do not use the competing products/services/behaviors. Reasons why are “Benefits” and reasons why not are “Barriers.” Summarize each benefit and barrier in a few words and record them, for each of the competing products, in the appropriate row of the Category Analysis Worksheet. Note in the exclusive breastfeeding example below both the benefits and barriers include functional and emotional needs.

Step 5: Determine Potential PODs for the Brand

The Point(s) of Differentiation (PoD) is the core, unique emotional and/or functional benefit that your brand offers that is not available from other products, services or behaviors in the category. To determine the PoD, it is necessary to understand the reasons why audience members do and do not use the other products, services or behaviors in the category (as identified in the Category Analysis Worksheet).

List all of the functional and emotional benefits that are ONLY available from the program’s brand. Ensure that these benefits are unique to that brand. Then, analyze these PoDs against the rest of the brands in the category. The table below defines and gives examples of each type of PoD for exclusive breastfeeding.

When identifying potential PoDs, be sure to include at least one emotional PoD identified in the audience analysis. While functional PoDs are important, people decide which brands to choose based largely on how they feel about a brand and whether the brand meets their most important emotional needs.[1] Emotional PoDs help the audience create an emotional connection with brands.

In the example continued below, exclusive breastfeeding is distinct from its competition on a functional level because it is affordable, and is shown to be the most effective form of nutrition for a newborn’s health. On an emotional level, Sarah sees exclusive breastfeeding as a commitment to her child and to being a good mother. She also sees it as a way to bond with her child, meeting a distinct emotional need she indicated as important.

[1] Gobe, Marc. Emotional Branding: The New Paradigm for Connecting Brands to People. New York, NY Allworth Press. 2001

Step 6: Select One to Three PODs

Identify the PoD for the brand by selecting no more than three PoDs from the list. Having too many PoDs will make it difficult to develop a focused strategy and messages. In the exclusive breastfeeding example, the final PoDs were: free, can be done anywhere, provides best nutrition for baby’s health and immune system, and allows her to bond with her baby.

Use the following guidelines to determine which are the best PoDs to choose:

• Make sure at least one PoD directly addresses the key problem identified in the audience insight.
  • ​Insight into Sarah revealed that she views breastfeeding as a commitment to her child’s health and as a key way to bond with her baby. She also wanted others, particularly her mother-in-law, to view her as a good mom. Here, the team could choose the PoDs: provides best nutrition for baby’s health and allows her to bond with her baby. Each of these are linked directly to Sarah’s emotional needs identified in the audience analysis. If Sarah believes breastfeeding is the best choice for her baby’s health, it will show others in her family and community that she is a good mother.
• Include at least one emotional PoD.
  • Both of the PoDs discussed above fulfill emotional needs for Sarah. Bonding with her baby represents a personal feeling PoD, allowing Sarah to achieve a desired feeling, namely feeling close and committed to her baby. Since exclusive breastfeeding provides the best nutrition for her baby’s health, this fulfills the self-expressive PoD, helping Sarah be viewed by her family and community as a good mom who does what’s best for her baby.
• Choose PoD(s) that future brands will not be able to claim, like low price, as another brand can always bring an even cheaper product to market.
  • Despite continual improvements in infant formula, breastfeeding is still the best option for an infant’s immune system and overall health. No other product will be able to make this claim. However, it could be argued that formula feeding or complementary feeding do provide some level of bonding with your baby. To fulfill this guideline, the team could choose the PoD of providing best nutrition for baby’s health. In addition, no other method of feeding will ever be totally free of cost. Even complementary feeding with water will require bottles and nipples. So the POD of free, is something the other methods will not be able to claim.
• Check that the PoDs are specific enough so that the brand strategy remains focused and creates a distinct impression in the minds of the primary audience.
  • The PoDs chosen above: free, provides best nutrition for baby’s health, and allows mom to bond with baby, are all specific to the desired behavior and focused on key audience insights and needs identified for Sarah.

Step 7: Develop a Positioning Statement

Now, it is time to summarize the category and PoD into a simple statement that will direct the rest of the brand strategy. This statement is called a positioning statement.

Referring to the audience analysis, category analysis and PoD, construct a positioning statement for the brand. Write a short sentence that includes the primary audience, brand name, category and the point of differentiation for the brand. (If the brand does not yet have a name, use ‘Brand X’ until the brand name is decided.)

Write the final statement on the Brand Strategy Worksheet (see Template 3: Brand Strategy Worksheet). Make sure the positioning statement:

• Is no more than one sentence long
• States the category
• Includes an emotional PoD

For example, “For Sarah, exclusively breastfeeding her baby for six months is the only free infant feeding option that provides the best nutrition for her baby’s health and allows her to bond with her baby every time she feeds him.” See the Samples section for an in-depth example of how one condom brand used its understanding of the audience insight to select a category and develop a positioning statement.

Templates

Potential Categories Template

Category Analysis Worksheet

Brand Strategy Worksheet

Samples

Good Times Condom Positioning Statement

Experience Change with Happy Dampatti

GoodLife Initiative Brief

External Resources

http://www.esomar.org

Tips & Recommendations

• Include at least one emotional PoD in the positioning statement.
• Help the project team internalize the positioning statement. One way to do this is to post the positioning statement where the team can see it while working on the strategy or developing communication materials and activities.
• Reflect the brand position in every communication with the priority audience – even in the people delivering the messages.

Lessons Learned

• A brand position is a long-term proposition. Since it cannot be changed easily or quickly, getting it right the first time is crucial.
• The fewer PoDs included in the positioning statement, the better. Having many PoDs makes it less likely that the audience will remember any of them.

Glossary & Concepts

Audience insight is the identification and refinement of audience perceptions, motivations and needs relevant to a behavior, product or service. Often, the audience is not even aware of these perceptions, motivations and needs.

A brand is a name, term, sign, symbol or design (or a combination of these) that identifies the maker or seller of a product or service, the line of products or services, or the SBCC campaign. The brand tells the audience what they can expect from the product, service, or behavior. It also distinguishes the product, service or behavior from its competition.

Brand execution is the distinctive physical characteristics and traits of a brand, such as its logo, colors or symbols.

The brand personality is the description of the brand using adjectives as if the brand were a person, such as “cheerful” or “trustworthy.”

Brand positioning is a way to make an issue, such as breastfeeding, occupy a particular space in the audience’s mind. It is a way to make the issue stand out. It is the way the program wants people to see and feel about the issue. Positioning answers three main questions:

1) What is unique about the brand?

2) What are the most compelling attributes about the brand?

3) How is the brand different from the competition on both an emotional and functional level?

A brand strategy is how, what, where, when and to whom brand messages are communicated and delivered.[1]

A category is the range of options against which the audience will compare the brand.

A competitive advantage is an advantage that one thing has over its competition.

Emotional needs are the audience member’s needs that relate to his/her feelings and internal motivation. Examples may include social status, power and success.

Functional needs are the audience’s needs that relate to the basic performance of a product, service or behavior. Examples might include affordable, enhances pleasure or easy to use.

A jingle is a short song or tune created to remind an audience of a product, service or behavior. A good jingle stays in the audience member’s mind without any effort on his or her part.

A personal feeling is the audience’s need to achieve a desired feeling from the product/service/behavior.

A point of differentiation (PoD) is the emotional and/or functional core benefit the brand offers that is unique and not available from other products, services or behaviors in the category.

A positioning statement is one sentence that captures what the brand stands for in the mind of the audience. The positioning statement is the core of the brand strategy.

A self-expressive need is a type of emotional need. Defined by how the audience member wants to be seen by others.

A social need is a type of emotional need that exists when the audience member has an emotional need to fulfill a functional need of someone else.

[1] J. Williams. The Basics of Branding. Entrepreneur Magazine, http://www.entrepreneur.com/article/77408. Accessed 21 January 2015

Resources and References

Resources

The DELTA Companion: Marketing Made Easy

References

• Evans, D.W., Hastings, G. Eds. Public Health Branding: Applying Marketing for Social Change. London. Oxford University Press, 2008
• Evans, D.W., Ed. Psychology of Branding. New York, NY. Nova Science Publishers, Inc., 2013.
• Gobe, M. Emotional Branding: The New Paradigm for Connecting Brands to People. New York, NY, Allworth Press, 2001
• Kotler, P., Lee, N. Social Marketing: Influencing Behaviors For Good. Third Edition. California, Sage Publications, 2008.
• Population Services International. The Delta Companion.
• Weinreich, N.K. Hands-on Social Marketing: A Step-by-Step Guide. California. Sage Publications, 1999
• Williams, John. The Basics of Branding. Entrepreneur Magazine, http://www.entrepreneur.com/article/77408. Accessed 21 January 2015

Banner Photo: © 2015 Uppili Venkat Ragavan, Courtesy of Photoshare