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Country Ownership in Social Marketing Programs KfW's Experiences and Future Trends

Country Ownership in Social Marketing Programs KfW's Experiences and Future Trends. Dr. Kai Gesing, Senior Health and Population Adviser KfW Martin Schmid, Principal Project Manager. Social Marketing Approaches Financed by KfW.

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Country Ownership in Social Marketing Programs KfW's Experiences and Future Trends

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  1. Country Ownership in Social Marketing ProgramsKfW's Experiences and Future Trends Dr. Kai Gesing, Senior Health and Population Adviser KfW Martin Schmid, Principal Project Manager

  2. Social Marketing Approaches Financed by KfW KfW is currently financing 28 Social Marketing/ Franchising Programs. Total volume: € 350 m. West Africa Haiti Dom. Republic Jamaica Belize Suriname Central America Eastern Caribbean Central Africa national programmes regional programmes Caribbean (CARICOM/ PANCAP-Program) 2

  3. Social Marketing Definition and Main PrinciplesSocial Marketing Institute, Washington D.C. (SMI) DefinitionSocial marketing(SM) is the planning and implementation of programs designed to bring about positive social change using concepts and techniques from commercial marketing. (Social Marketing Institute (SMI)) Important Principles The ultimate objective of marketing is to influence action, Action is undertaken whenever target audiences believe that their benefits will be greater than their costs, Programs to influence action will be more effective if they are based on an understanding of the target audience's own values and perceptions, Target groups to be partitioned into segments with uniform behavior. 3

  4. Example: Modern Contraceptives “In the two decades between 1985 and 2005 the number of couples using modern methods of contraception had more than doubled (from 122 m. to 282 m.), whereas the segment served by SM programs had increased ninefold (from 4 m. to 37 m.).” Philip D. Harvey Effectiveness of Social Marketing Approaches 4

  5. The Striving for Private-Public Cooperation within the Health Sector Intervention of the State required • Strategy and policy framework • Legal framework (e.g. services, financing) • Human resources development • Provision of curative and preventive services • Information, Education and Communication measures to foster healthy behavior • Distribution of “healthy consumables” (condoms; mosquito nets, oral rehydration salts/ ORS, etc.) Interventions of the State not necessarily required 5

  6. The Four Dimensions of Sustain-ability of Social Marketing Programs Technical Sustainability (Product, Price, Promotion and Place) Financial Sustainability Institutional Sustainability Market Sustainability 6

  7. The Caribbean Experience: Program Description • Goal • Contribute to improvement of Sexual Reproductive Health (SRH) in general, • Contribute to Reduction of STIs and HIV infection rates in selected countries of the Caribbean region • Profile • 13 Caribbean countries • 11 separate multi-year contracts with Social Marketing Organizations (SMOs) • Budget Phase II (Jan. 2009 to Dec. 2012) • € 13.2 million budget 7

  8. The Appropriate Mix of Different Social Marketing Approaches Behaviour Change Activities Generic Product Marketing Measures (Condoms, Hormonal Contraceptives and Lubricants) Anti-Stigma Campaigns IEC / BCC Distribution of ‘Healthy Consumables’ Standard NGO lead Approach (Haiti) NGO-Distributor Model (Dominican Republic) Cooperation with Commercial Distributors (Eastern Caribbean) 8

  9. The Total Market Approach SM: To increase market volume and potential of the whole market Goal 9

  10. Lessons Learnt (I) Challenges Private sector condom distributors only gradually are becoming aware of the benefits of cooperation with SM-Programs  promising developments in the Eastern Caribbean, Belize and to some extent also in Jamaica HIV/AIDS prevention must be embedded in a wider field of Sexual and Reproductive Health (SRH) Scarcity of basic and affordable services within SRH Overall sustainability of the SM-Organizations is severely affected and possibly not attainable (small size of national markets, inefficient distribution channels) Strong need for surveillance systems (epidemiological and BCC) To be developed clear metrics to measure impact. 10

  11. Lessons Learnt (II) Chances The comparative advantage of social marketing over public sector interventions is its ability to leverage commercial sector investment and partly recover costs through sales Total Market Approach is able to enlarge the market volume and potential Social marketing mentioned in the National Strategic Plan for HIV/AIDS and part of PEPFAR’s HIV/AIDS framework for the region Social Marketing best practices are valuable and there is a need for more opportunities to exchange lessons learned, especially in an Island world like that of the Caribbean. 11

  12. Outline of Our Future Engagement 3rd Phase of the program to build on the experiences of the current (2nd) phase: Private Sector / NGO - participation important, especially in times of shrinking government budgets Maintain regional approach in close cooperation with PANCAP/ CARICOM Elaborate on standard quality of SRH-services (social franchising, certification procedures, voucher-models) Strong focus on the poorer segments of the population Open to cooperation with partners (donors, public and private sector) 12

  13. Thank you for your attention! Thank you for your attention! We are looking forward to seeing you on the occasion of our knowledge sharing event: When: November 19th, 11.00 a.m. Where: Grand F (side room in the general conference area). 13

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