WATER AND SANITATION PROGRAM: TOOLKIT 72416 WSP Scaling Up Rural Sanitation Introductory Guide to Sanitation Marketing Jacqueline Devine and Craig Kullmann September 2011 The Water and Sanitation Program is a multi-donor partnership administered by the World Bank to support poor people in obtaining affordable, safe, and sustainable access to water and sanitation services. Water and Sanitation Program: Toolkit Introductory Guide to Sanitation Marketing September 2011 Introductory Guide to Sanitation Marketing Contents Contents Acknowledgements ................................................................... v Why a Guide and Toolkit? ........................................................ vi I. A Framework to Improve Rural Sanitation at Scale ................. 2 1.1 The Sanitation Challenge .................................................. 3 1.2 What Is Sanitation Marketing? ......................................... 3 II. Conducting Formative Research .............................................. 6 2.1 Why Formative Research? ................................................ 7 2.2 Define Research Objectives, Questions, and Purpose ....... 8 2.3 Develop the Research Approach and Design ................. 10 2.4 Conduct Data Collection, Analysis, and Reporting ......... 13 III. Developing a Marketing Strategy ........................................... 16 3.1. Define Goals ................................................................... 17 3.2. Marketing Mix: Product .................................................. 17 3.3 Marketing Mix: Price ....................................................... 20 3.4. Marketing Mix: Place...................................................... 23 3.5. Marketing Mix: Promotion .............................................. 26 IV. Developing a Communication Campaign .............................. 32 4.1 Developing a Creative Brief ............................................. 33 4.2 Developing Communication Concepts ........................... 35 4.3 Testing Concepts and Communication Products ........... 35 4.4 Production and Dissemination ........................................ 36 V. Implementation ........................................................................ 38 5.1 Roles of Various Sectors ................................................. 39 5.2 Suggested Staffing.......................................................... 39 5.3 Capacity Building ............................................................ 40 5.4 Monitoring ....................................................................... 43 5.5. Budgeting ....................................................................... 45 5.6. Procurement .................................................................. 46 5.7 Sequencing Activities ...................................................... 47 Appendix: Glossary and Acronyms ........................................ 51 Acknowledgements Much of the content is based on the work done by WSP’s global rural sanitation team. Without their hard work and dedication on the ground, this publication would not have been possible. Contributions from Eduardo Perez, task team leader for WSP’s Scaling Up Rural Sanitation, Yolande Coombes, senior water and sanitation specialist, and Ian Moise should also be acknowledged. WSP wishes to thank peer reviewers from within its team, notably Malva Baskov- ich, Edkarl Galing, Peter Hawkins, Ari Kamasan, Nelson Medina, and Jan-Wil- lem Rosenboom for technical inputs; and Amy Grossman and Joan Taylor for managing content development and production. WSP also thanks peer reviewers from other units of the World Bank, including Pete Kolsky and Michael Webster, and from partner organizations, including Michael Favin (The Manoff Group), Oliver Jones (The Global Sanitation Fund), Sanna-Leena Rautanen (Rural Vil- lage Water Resources Management Project), Andy Robinson (independent con- sultant) and Ann Thomas (UNICEF). v Why a Guide and Toolkit? Supporting a New Community of Practice Sanitation marketing is an emerging field with a relatively small group of practitioners who are learning by doing. With an Introductory Guide to Sanitation Marketing, the Water and Sanitation Program (WSP) seeks to contribute to the field by sharing practical guidance on the design, implementation, and monitoring of rural sanitation marketing programs at scale in India, Indonesia, and Tanzania, plus additional proj- ects implemented in Cambodia and Peru. As a new community of practice, our goal is to capture and in sanitation marketing and help them adapt the vari- translate WSP’s learning into practical ous approaches to their national context. recommendations. At the same time, we recognize that best prac- Goals tices will evolve as more pro- Will readers be transformed into marketing specialists on the grams are implemented and new basis of this guide? Probably not. Nor can we provide an learning takes place. In this exact roadmap for any given country. However, our goal for spirit, readers are encouraged to this guide and toolkit is to: contact us with recommenda- tions and suggestions. • Define sanitation marketing and the key components of a sanitation marketing Intended Audience • initiative; Although others might find it useful, Introductory Guide to • Provide an overall framework for scaling up rural Sanitation Marketing has three key audiences in mind: sanitation programs and the justification for using a sanitation marketing approach; • Program managers who are responsible for managing and implementing rural sanitation programs within in- ternational organizations, bilateral and multilateral do- nors, or nongovernmental agencies (NGOs). The guide should help them understand the key components of a sanitation marketing program. • Commercial and social marketing specialists with ex- perience in other fields, such as public health. The guide should help them understand how their skills can help change human behavior around the manage- ment of human excreta, thereby moving households up the sanitation ladder. • Development partners who can use this guide to help build the capacity of their government counterparts vi • Explain the steps needed to design, implement, and private sector firms, and civil society, with suggestions for monitor sanitation marketing programs at scale; procurement, budgeting, monitoring, evaluation, and • Provide practical guidance on implementation; timelines. • Share concrete examples and lessons learned based on WSP’s experiences to date; and The print guide emphasizes at scale throughout. Although • Highlight key challenges and recommend solutions. the concept of scale will be applied differently in each coun- try, the focus should be on thinking big enough from the What to Know beginning to plan interventions that can be replicated ef- There are two resources available, a print guide and an fectively and efficiently across an entire country. Through- online toolkit. out, we also refer to the many people needed to implement a program as the team. This is far from a fixed entity, how- Introductory Guide to Sanitation Marketing, available on- ever. Rather, the actual composition of the team depends line as a PDF and in hard copy, is organized into chapters, on the stage or task at hand, and could include staff from a with each chapter covering a key component. Conduct- development agency, external consultants, and government ing Formative Research describes how to undertake this counterparts from the local and regional levels. critical first step of any sanitation marketing program; Developing a Marketing Strategy focuses on the Four Ps Sanitation Marketing Online Toolkit, available at www.wsp. of marketing; Developing a Communication Campaign org/sanmarketingtoolkit, features narrated presentations provides details on how to develop a communication cam- and downloadable resources. Look for the icons and URLs paign with the assistance of an advertising agency; and below throughout this print guide. Implementation explores the roles and responsibilities of government, nongovernmental organizations (NGOs), —WSP Scaling Up Rural Sanitation Sanitation Marketing Online Toolkit What Is Sanitation Marketing? Conducting Formative Research www.wsp.org/sanmarketingtoolkit/ www.wsp.org/sanmarketingtoolkit/ whatis research Marketing Mix: Price Marketing Mix: Place www.wsp.org/sanmarketingtoolkit/ www.wsp.org/sanmarketingtoolkit/place price Marketing Mix: Product Marketing Mix: Promotion www.wsp.org/sanmarketingtoolkit/ www.wsp.org/sanmarketingtoolkit/ product promotion Developing a Communication Implementation Campaign www.wsp.org/sanmarketingtoolkit/ www.wsp.org/sanmarketingtoolkit/ implementation campaign www.wsp.org vii I. A Framework to Improve Rural Sanitation at Scale Key Points Key Terms For definitions of terms, see Appendix, p. 51 1.1 The Sanitation Challenge ✔ Seventy percent of the 2.6 billion people worldwide who lack at scale access to improved sanitation live in rural areas; one of every behavior change communication (BCC) two people who lack access to improved sanitation practice Community-Led Total Sanitation (CLTS) open defecation fixed-point defecation ✔ Combining CLTS and sanitation marketing approaches have open defecation proven effective in stopping open defecation at scale and open defecation free (ODF) moving households up the sanitation ladder sanitation ladder 1.2 What Is Sanitation Marketing? ✔ Sanitation marketing draws on research and approaches used “Four Ps� in social marketing marketing mix ✔ Social marketing relies heavily on the “Four Ps�—product, program manager place, price, promotion sanitation marketing social marketing 2 Scaling Up Rural Sanitation 1.1 The Sanitation Challenge At the current pace, the Millennium Development Goal See Online (MDG) of halving the proportion of the world’s population What Is Sanitation Marketing? without access to sanitation by 2015 will not be achieved. www.wsp.org/sanmarketingtoolkit/whatis Currently, 2.7 billion people lack access to basic sanitation.1 About 88 percent of diarrheal diseases are attributed to un- safe water supply and inadequate sanitation and hygiene. outside the community, CLTS focuses on igniting a com- Some 1.8 million people die every year from these diseases, munity’s desire to change sanitation behaviors rather than the vast majority of whom are children under five.2 constructing toilets. Because CLTS is community focused, it concentrates on changing community norms to influence WSP’s Economic Impacts of Sanitation in Southeast Asia es- individual behaviors. It evokes the collective benefits from timates that Cambodia, Indonesia, Vietnam, and the Phil- stopping open defecation to encourage a more cooperative ippines lose a combined US$9 billion a year (2005 prices) approach whereby community members decide together to because of poor sanitation.3 The effects of poor sanitation on contribute to creating a clean and hygienic environment. It health, coupled with the impact that poor sanitation has on should be noted that CLTS and sanitation marketing draw developing countries’ economies, make sanitation a key pil- on approaches developed in other sectors, particularly health, lar to economic and social development. Further, although to encourage and sustain behavior change. These techniques urban sanitation is a priority, an estimated 70 percent of peo- include behavior change communication (BCC) and social ple lacking access to improved sanitation—almost 1.9 billion marketing (discussed in the following section). people—live in rural areas.4 The reasons for the significant lag in rural sanitation coverage are many, but key issues and Based on formative research, BCC aims to stimulate the barriers include inadequate national policies, poor institu- adoption of a particular behavior by a target group. Be- tional arrangements, lack of political leadership, insufficient ginning in the 1950s, BCC has been applied in the public demand, and inadequate supply of products and services.5 health sector on a range of topics, including vaccination, diet, exercise, HIV/AIDS, and family planning. While CLTS To address these challenges, WSP has been working with focuses on changing community practices, BCC focuses on governments to advocate an approach that combines two changing individual or household behavior. Within a sanita- concepts, Community-Led Total Sanitation (CLTS) and sani- tion context, BCC can be used to sustain and supplement tation marketing, to stop open defecation practices and help CLTS in motivating individuals to become open defecation households move up the sanitation ladder (see Figure 1). In free (ODF) and sustain the behavior over time. addition, to ensure sustainability, WSP works with govern- ments to strengthen the enabling environment through pol- icy and institutional reforms, and build the capacity of local 1.2 What Is Sanitation Marketing? governments and other stakeholders. It is fair to say that there is, as yet, no broad consensus on what sanitation marketing is. Some practitioners define CLTS grew out of work conducted initially in Bangladesh, sanitation marketing as strengthening supply by build- and later in India and Indonesia. It has now been applied in ing capacity of the local private sector; others discuss it in some form in many countries throughout Asia and Africa. terms of “selling sanitation� by using commercial marketing CLTS aims to move a community from defecating in the techniques to motivate households to build toilets. Building open to fixed-point defecation.6 Through a process of social consensus and learning how to apply sanitation marketing at awakening that is stimulated by facilitators from within or scale requires ongoing dialogue and efforts. 1 Joint Monitoring Program (JMP)—Progress on Sanitation and Drinking Water, 2010 Update, World Bank, 2008; www.wsp.org/wsp/sites/wsp.org/files/publications/Sanitation_ Impact_Synthesis_2.pdf 2 World Health Organization, Water Sanitation and Health (WSH), “Burden of Disease and Cost-Effectiveness Estimates�; www.who.int/water_sanitation_health/diseases/burden/ en/index.html 3 Economic Impacts of Sanitation in Southeast Asia. WSP Research Report, World Bank. Feb. 2008; www.wsp.org/wsp/sites/wsp.org/files/publications/Sanitation_Impact_ Synthesis_2.pdf 4 Ibid 5 United Nations Development Programe (UNDP), 2006, Human Development Report 2006. Beyond Scarcity: Power, Poverty and The Global Water Crisis, New York: UNDP 6 For more information on CLTS see www.communityledtotalsanitation.org www.wsp.org 3 Introductory Guide to Sanitation Marketing A Framework to Improve Rural Sanitation FIGURE 1: A CONCEPTUAL MODEL FOR CHANGING SANITATION BEHAVIORS AND MOVING UP THE SANITATION LADDER Sewerage g etin a rk Bathroom facilities M n io on at ti ic ita un Capital Costs S an m m Improved latrine Co (more sustainable e superstructure) a ng Ch Improved latrine ed ior (e.g., pit latrine with hygienic y -L on av it ati h slab, pour flush, VIP) un it Be m an Basic pit/shared latrine m lS Co ota T Open defecation Technology / Benefits Key Meets JMP criteria for improved sanitation Does not meet JMP criteria for improved sanitation To better understand sanitation marketing, it is useful to first understand social marketing. Social marketing is a process for creating, communicating, and delivering benefits that a target population desires in exchange for adopting a behavior that profits soci- Keep in Mind ety.7 It gained recognition as a professional discipline in the 1970s, when marketing Sanitation marketing is about practitioners began to apply commercial marketing techniques to change behaviors more than just training masons. to improve health and protect the environment.8 Over the past four decades, the It involves a more compre- field of social marketing has made significant strides and is now widely acknowl- hensive demand and supply edged and applied. In any social marketing intervention, a specific behavior is tar- strengthening strategy draw- geted for modification or adoption for the benefit of society as a whole. To improve ing on social and commercial rural sanitation, individuals and the community as a whole must stop the practice marketing and behavior change communication approaches. of open defecation, acquire and use a hygienic sanitation facility, properly maintain sanitation facilities, and properly dispose of children’s excreta.9 A complementary hygiene behavior is handwashing with soap after defecating or handling feces. 7 P. Kotler and N.R. Lee. Social Marketing: Influencing Behaviors for Good. 3rd ed. Sage Publications. 2007. 8 Ibid 9 For more information on SaniFOAM, see Introducing SaniFOAM: A Framework to Analyze Sanitation Behaviors to Design Effective Sanitation Programs, www.wsp.org/wsp/sites/wsp.org/files/publications/GSP_sanifoam.pdf 4 Scaling Up Rural Sanitation Introductory Guide to Sanitation Marketing A Framework to Improve Rural Sanitation How the behavior is modified or adopted depends on the application of what is known as the marketing mix, including product, place, price, and Keep in Mind promotion. The marketing mix is also known as the Four Ps. The Four Ps Sanitation marketing can be applied are at the core of any sanitation marketing initiative. Although a sanita- for much more than increasing cov- tion marketing program might not have complete control over the Four erage of improved sanitation. It can Ps, it tries to influence them. support a wide range of behaviors including ceasing to defecate in the Because social marketing initiatives aim to benefit society rather than open, cleaning and maintaining the achieve a profit, they are usually led by government agencies, NGOs, and facilities, improving management of the nonprofit sector. However, these initiatives often rely on the private children’s feces, and washing hands sector to provide products and services to support that change in a sus- with soap after toilet use. tainable manner, such as the production and distribution of condoms to prevent HIV/AIDS, improved cook stoves to decrease Acute Respiratory Infections (ARI), and water treatment products and devices to reduce the incidence of diarrheal episodes. Having an understanding around social marketing is a good first step to understanding sanitation marketing—but commercial factors are criti- cal to consider. Recognizing that supply chains, distribution centers, and small-scale sanitation entrepreneurs are necessary to ensure sustainable ac- cess to improved sanitation facilities and services, our working definition of sanitation marketing promotes a broader idea of what sanitation marketing entails, and how to apply it at scale: Sanitation marketing is the application of the best social and commercial marketing practices to change behavior and to scale up the demand and supply for improved sanitation, par- ticularly among the poor. See Online What Is Sanitation Marketing? www.wsp.org/sanmarketingtoolkit/whatis Below is a sample of available re- Marketing Sanitation in East Java (WSP) Hands-On Social Marketing: A Step sources. Additional resources will be CDCynergy—Social Marketing (Turn- by Step Guide to Designing Change added on an ongoing basis. ing Point) for Good (2010), by Nedra Kline Introducing Sanifoam: A Framework to Weinreich Social Marketing for Nutrition and Analyze Sanitation Behaviors to Design Physical Activity Web Course (CDC) On Social Marketing and Social Effective Sanitation Programs (WSP) Change: Selected Readings 2005– On Social Marketing and Social Change The Case for Sanitation Marketing (WSP) 2009 (2011), by R. Craig Lefebvre Social Marketing Institute ListServe Private Sector Sanitation Delivery in Switch: How to Change Things When Vietnam (WSP) Change is Hard (2010), by Chip Additional Reading Health and Dan Health Sanitation Marketing for Managers: Social Marketing—Influencing Behav- Guidance and Tools and Program iors for Good (2008), by Philip Kotler Development (USAID/HIP) and Nancy R. Lee www.wsp.org 5 II. Conducting Formative Research Key Points Key Terms For definitions, see Appendix, p. 51 2.1 Why Formative Research? ✔ Formative research is the foundation of any evidence-based demand sanitation marketing initiative formative research ✔ Developing an effective sanitation marketing program starts primary research data with understanding the big picture, including current gaps and secondary research data conditions supply ✔ Gathering primary and secondary data is necessary to assess supply and household demand for sanitation products and services 2.2 Define Research Objectives, Questions, and Purpose ✔ Clear research objectives and questions are necessary to behavioral determinants focus the study on the most critical information needed to research objective inform decisions research purpose ✔ Determining factors that influence open defecation or other research questions behaviors in a given population is a specific research objective SaniFOAM in sanitation marketing sanitation suppliers social drivers social norms 2.3 Develop the Research Approach and Design ✔ Qualitative and quantitative research methods serve different analysis plan functions and answer different types of research objectives focus group discussion and questions in-depth interview ✔ Mixed research methods can be conducted by phase or informal assessment sequentially to strengthen demand and supply analysis key informant interview pre-test qualitative research methods quantitative research methods skip patterns study protocol 2.4 Conduct Data Collection, Analysis, and Reporting ✔ Program managers should stay informed on progress during backward research the data collection basic frequencies ✔ Top-line results should be made available ahead of the final dummy table report so that findings can be used to inform the marketing fieldwork report strategy as soon as possible observation top-line results 6 Scaling Up Rural Sanitation 2.1 Why Formative Research? Formative research is the foundation of any evidence-based See Online sanitation marketing initiative. It is used to collect evidence Conducting Formative Research on current practices,10 the factors that influence them, and www.wsp.org/sanmarketingtoolkit/research the types of sanitation products and services needed. Forma- tive research also informs the intervention continuously, from design to implementation and monitoring. Broadly speaking, • What are current sanitation practices? formative research can help answer questions such as: • What is the target population’s prior experience with sanitation facilities? • What is the current situation? Who (and how many) • Which sanitation facility features/benefits do house- does what, where, how, and why? holds most desire? • What are the consequences of the current situation • How much are households willing to pay for these and what will the consequences be if nothing changes features/benefits? or if changes are made? • What products/services are currently available to the • What is the goal for change? household and at what price? • How can the goal be reached? • How well is the intervention being implemented or Answering these questions requires data to assess both the delivered? supply (availability of sanitation products and services from • What needs to be done differently? the local private sector) and household demand (current practices and the sanitation products and services desired). Figure 2 summarizes the steps required to conduct formative This data might already be available in existing sources such research and the program manager’s key role at each step. as research reports or other documents. Information mined from existing sources is referred to as secondary research data. In the first step, the program manager determines which de- Possible sources for secondary data include: cisions must be made and what information he or she needs to make those decisions.11 For example, it might be impor- • Demographic and Health Surveys (DHS) tant to determine which sanitation products and services • Multiple Indicator Cluster Surveys (MICS) would best meet households’ expectations. The program • Joint Monitoring Program (JMP) reports issued by manager would ask such research questions as: the World Health Organization (WHO)/UNICEF FIGURE 2: RESEARCH STEPS AND PROGRAM MANAGER’S ROLE Research Define Develop Study Data Data Reporting Steps problem approach design collection analysis • Clearly define • Establish budget • Review • Obtain regular • Agree on • Review topline Manager’s research • Develop Terms instruments updates from tabulation and results and Role objectives, of Reference (questionnaires) consulting analysis plan adjust/develop questions and • Review proposals developed by firm (using backward strategy purpose • Procure consultant firm research process • Review final consulting firm against research for example) report objectives • Adjust/develop strategy based on findings and recommendations 10 Determining current practices could also serve as a pre-intervention baseline. 11 This process is often referred to as backward market research, which was pioneered by Alan Andreasen. www.wsp.org 7 Introductory Guide to Sanitation Marketing Conducting Formative Research • Annual Poverty Indicators Surveys and family income and expendi- ture surveys • National statistical services • Data from chambers of commerce • Surveys, evaluations, or project reports from WASH or health sector partners • Academic institutions Secondary sources are useful for investigating broad research questions. For example, in Indonesia, WSP analyzed the 2004 Susenas National Socioeconomic Survey data set to determine the extent of open defe- cation in East Java. Through simple tabulation, WSP determined that the rate of open defecation varied considerably across the 29 districts, ranging from 5.6 percent to 76.4 percent.12 In addition to answering more “big picture� questions, secondary research can help identify gaps in information needed to design the interventions. For example, in India, WSP used results from recent surveys by two organizations—Knowledge Links and Feedback Ventures—to analyze factors influencing sanitation behaviors in the state of Himachal Pradesh. WSP used this research to narrow the focus of the Terms of Reference for a planned survey, thus avoiding unnecessary duplication. In some cases, secondary research might be recent and complete, and no additional research is required. More commonly, however, gathering the evidence needed to develop an effective sanitation marketing program will require primary research. This is particularly the case for assessing the supply side because the private sector typically does not, for competitive reasons, widely publish data. Primary research involves obtaining information di- rectly from the source. For example, it could include conducting a sur- vey of households or local private-sector players such as masons, hardware stores, materials suppliers, and microfinance institutions. The two main approaches for conducting primary research are qualitative and quantitative (see 2.3, Develop the Research Approach and Design). 2.2 Define Research Objectives, Questions, and Purpose Once the program manager has identified the primary research needs, the next steps are to define clear research objectives (Why do this study?), for- mulate supporting research questions (What specific questions need to be answered?), and clarify the purpose (How will the results be used? What decisions will the findings support?). Clear research objectives and questions will help focus the study on the most critical information needed to inform decisions. Good research 12 Jaime Frias. “Marketing Planning: Findings from Key Parameters of Water and Sanitation, Rural East Java.� Draft report. 2007 8 Scaling Up Rural Sanitation Introductory Guide to Sanitation Marketing Conducting Formative Research objectives include a general objective and specific objec- a wider team, including key stakeholders and imple- tives; use action verbs such as “to determine,� “to compare,� mentation partners, particularly if they will use the re- “to verify,� “to describe,� and “to establish;� and avoid vague sults. Research objectives, questions, and purpose will terms such as “to understand� and “to study.� form the cornerstone of the Terms of Reference in the procurement phase. They will also serve as a checklist Defining research objectives, questions, and purpose and reference point throughout the research process and might require consultation or consensus building with guide discussions about the research methods, tools, and TABLE 1: SAMPLE RESEARCH QUESTIONS RELATED TO BEHAVIORAL DETERMINANTS Determinant Research Questions Access/availability How does the availability of reliable masons in the community influence a household’s ability to im- prove its sanitation facility? Are cement and other supplies easily available to households wishing to self-build? Product attributes Do available sanitation options have the features and benefits desired by households? What advan- tages/benefits does open defecation offer? Social norms Under what circumstances is open defecation considered acceptable in rural communities? At what age are children expected to start using a toilet? Sanctions/enforcement What are negative consequences, if any, for those who defecate in the open? To what extent are sanctions enforced and effective in influencing behaviors? Who are the community whistle-blowers and how influential are they? Knowledge What do people consider a safe or sanitary toilet? Do they know where to go to get quality sanitation services? What sanitation products are they aware of? Skills/self-efficacy Among individuals who intend to build a toilet themselves, how confident are they in their skills/ability to build a good one? Social support To what extent in the community are disabled, elderly or children assisted to go to a toilet? To what extent do people let neighbors use their toilets and under what circumstances? Roles/decisions Who initiates the discussion about sanitation in rural households? Who decides on the budget? Who influences decisions on features? Who “shops� for the toilet? How does gender affect decision making? Affordability What can the household afford to pay for a toilet all at once? In multiple installments? How is afford- ability influenced by seasonality? How does perceived affordability differ from actual? Beliefs and attitudes At what age is children’s excreta considered harmful? What beliefs might explain this? What taboos and beliefs exist with respect to feces and menstruation that would influence behavior? Values Which social or cultural values, if any, does sanitation support (such as modernity and progress)? To what extent is improved sanitation seen to increase a home’s value? Drivers What are the principal drivers (social, physical, or other) that motivate people to stop defecating in the open, stop sharing, or to improve their facility? How do these vary by gender and life stage? Competing priorities What is sanitation’s closest “competitor� (for example, cell phone, TV, refrigerator)? How are house- hold expenditures prioritized when extra money is available? Intention Does the household intend to build a toilet in the next year? Have they starting saving? Have they chosen a toilet model yet?13 Willingness to pay To what extent are expectations of subsidies affecting willingness to pay? How much are households willing to pay and/or borrow for their preferred model? 13 See Jenkins/Scott questionnaire on decision-making process in Marion W. Jenkins and Beth Scott, “Behavioral Indicators of Household Decision-Making and Demand for Sanitation and Potential Gains from Social Marketing in Ghana,� Social Science & Medicine, vol. 64, 2007, pp. 2427–2442; www.unicef.org/wash/files/Jenkins_Scott_2007.pdf www.wsp.org 9 Introductory Guide to Sanitation Marketing Conducting Formative Research FIGURE 3: SANIFOAM BEHAVIOR CHANGE FRAMEWORK Focus Opportunity Ability Motivation Target population Access/availability Knowledge Attitudes and beliefs Skills and Desired behavior Product attributes Values self-efficacy Emotional/physical/ Social norms Social support social drivers Sanctions/ Roles and decisions Competing priorities enforcement Affordability Intention Willingness to pay analysis plan between the program manager and the re- 2.3 Develop the Research Approach and search consultant. Design This stage of the research process involves formulating the A research objective of specific interest in sanitation mar- research approach, developing Terms of Reference, review- keting is determining which factors influence open defeca- ing research proposals, and procuring a consultant firm to tion or other behaviors in a given population. The factors conduct the studies.16 Most programs will require research that influence behaviors must be understood if they are to to probe both demand and supply. be changed through sanitation marketing. These factors, called behavioral determinants, include social norms, what More than one study approach might be required, using quan- society views as acceptable behavior; access to sanitation titative or qualitative research methods. Qualitative and quan- suppliers such as hardware stores; and social drivers such as titative research serve different functions and answer different status, among others. Table 1 lists sample research questions types of research objectives and questions. The summaries in to support formative research on determinants. Box 1 and Table 2 can help define the scope of work, develop Terms of Reference, and evaluate study proposals. To help identify key behavioral determinants for sanitation, WSP and partner organizations developed a simple behav- In Tanzania, WSP conducted qualitative interviews of sani- ior change framework, called SaniFOAM (see Figure 3).14, 15 tation suppliers to research the supply side.17 The sanitation SaniFOAM makes explicit that improving knowledge suppliers interviewed were part-time, informal, small-scale alone, for example through information, education, and providers. Sanitation services supply was not their pri- communication, is often insufficient to stimulate behavior mary source of business and was supplementary to other change. Other factors, identified through research, might economic activities, such as farming or construction. An- need to be targeted. ecdotal evidence from the field suggested that although 14 See WSP’s Introducing SaniFOAM: A Framework to Analyze Sanitation Behaviors to Design Effective Sanitation Programs, available in the online resources. 15 SaniFOAM is based on the AMO (Ability-Motivation-Opportunity) frameworks used in a variety of fields, including commercial and social marketing and human resources management. 16 For procurement of research firms, see Chapter 5, Implementation 17 WSP/Pricewaterhouse Cooper, Market Research Assessment in Rural Tanzania for New Approaches to Stimulate and Scale up Sanitation Demand and Supply, available in the online resources. 10 Scaling Up Rural Sanitation Introductory Guide to Sanitation Marketing Conducting Formative Research service providers were not organized (such as in associa- Roughly half could construct a pit latrine with slab, tions), potential customers could locate them through in- and half could construct flush/pour systems. The formal networks. The interviews also revealed three major range of sanitation services provided to consumers was constraints to business development: limited. For example, few offered emptying services. • Lack of capital, making it difficult for suppliers to In India, WSP used an informal assessment to better under- purchase tools and supplies essential to develop their stand the supply chain for sanitary pans and other materials in businesses; the state of Himachal Pradesh, where the sanitation market is • Inaccessibility of materials, including cement, wire well-developed and largely managed by the private sector. The mesh, and slabs; and assessment revealed an important geographic element: the • Inadequate training. Although many service provid- manufacturers of ceramic pans are mostly based in Gujarat, ers had received training, most did not have access to and they sell wholesale to distributors based in Chandigarh and training on new sanitation products and technologies. Delhi for onward supply to Himachal Pradesh. Chandigarh BOX 1: QUALITATIVE AND QUANTITATIVE RESEARCH METHODS Qualitative research uses methods aimed at gaining an in-depth understanding of a given situation, behavior, at- titude, belief, or other behavioral determinant. Common methods include: • Focus group discussions (FGD), usually conducted with a small group of participants who share one or more characteristics of interest such as age group, gender, or sanitation status. A moderator leads the group through a series of topics. Researchers can use techniques such as pocket-voting (a technique for encouraging participants to express a preference among options in a private way) to probe sensitive top- ics such as open defecation. They can use projective techniques (for example, what would this imaginary family in your community do in this situation?) and diagnostic role plays, in which participants try to show “typical� community behavior, to understand social norms and stimulate group discussion. Sessions can be audio- or videotaped with participants’ consent. • In-depth interviews (IDI), conducted with key informants, stakeholders, and members of the target popula- tions (such as suppliers or households) to probe certain areas and obtain information that is too sensitive (for example, anal cleansing), complex, or detailed to share in a focus group session or when there is no benefit in having participants interact. • Informal assessments, which can provide a big-picture view of topics such as the supply chain and the range of sanitation products and services. This technique can also be used to identify providers who have overcome barriers and developed a business model that is worth replicating in whole or in part as part of capacity building. Assessments can include key informant interviews and pictures of products and suppli- ers found in the marketplace. Note that informal assessments are more challenging for at-scale projects. • Non-participative observations of houses, facilities, and community spaces, which can reveal sanitation and hygiene practices. Quantitative research targets a larger representative sample of the population, using a structured and standard- ized research instrument. Interviews can take place in �xed settings such as the household or the workplace (in the case of suppliers) or in settings such as marketplaces (using intercept surveys). Sample size and sampling method will determine whether the survey �ndings are representative and can be generalized to the wider popula- tion. If well-designed, quantitative formative research can also provide a baseline for monitoring and evaluation. www.wsp.org 11 Introductory Guide to Sanitation Marketing Conducting Formative Research TABLE 2: COMPARISON OF QUALITATIVE AND QUANTITATIVE RESEARCH METHODS Qualitative Quantitative General objective Understanding, exploring, probing—asking Counting, quantifying, segmenting— “why� and “how� questions confirming “what� is the current situation Data form Words, quotations, themes, images, pictures Numbers, percentages, statistics (such as averages) Representativeness Findings cannot be generalized to wider Can be generalized to a wider population population with a known degree of confidence Data collection and analysis General discussion or interview guide- Standardized questionnaires and data entry, tools lines, ethnographic software, researcher-led statistical software interpretation is closer to Himachal Pradesh than Delhi and is therefore the • For many men, open defecation has distinct benefits main gateway for supply to Himachal Pradesh. Chandigarh- such as social interaction and physical comfort (in based wholesalers and distributors not only supply the bigger the case of defecation in a river). retailers at the district level, but also smaller wholesale mar- • Many consider open defecation “normal� and be- kets (for example, at Pathankot, Amritsar, and Parwanu). At lieve the feces can feed the fish or provide fertilizer block and panchayat levels, smaller retailers either buy from for the rice paddy. the bigger retailers or from the smaller wholesale markets. • Masons are often the frontline providers in the shop- ping process. Qualitative and quantitative studies can be effective when • Negative appeals such as fear of gossip tested more phased or conducted sequentially. For example, in Indone- favorably than positive appeals. sia, the team developed Terms of Reference for a two-phased study, qualitative followed by quantitative. The former aimed The Indonesia team quickly shared these insights with to inform the development of the sanitation marketing com- the advertising agency to improve the campaign ap- ponent—in particular, the communication campaign. Key proach and messaging. They also used the findings to research objectives were to determine how decision-making formulate other aspects of the marketing strategy such as works for major household expenditures (in general and for supplier training. Next, the team conducted quantitative sanitation in particular) and how households prioritize com- research to confirm which behavioral determinants were peting expenses; to identify what benefits, if any, are associ- associated with open defecation and use of improved ated with open defecation; to probe beliefs around feces and latrines. open defecation; to describe the “shopping process� for sani- tation facilities; and to pretest early communication concepts Once the research firm has been contracted and is ready to to be developed by an advertising agency. start work, the team should hold a kick-off meeting with key personnel. Meeting participants might review and dis- Key insights gained from the qualitative research included cuss the proposal; discuss methods of collaboration, roles, the following18: and lines of communication; develop a timeline; and con- firm the scheduled expectations and deliverables. • Sanitation ranks low among household priorities and “competes� with luxury goods such as refrigera- The research firm will develop a study protocol based on the tors and televisions. accepted proposal or bid and discussions and agreements 18 “Understanding Sanitation Habits, A Qualitative Study in East Java Indonesia,� unpublished presentation, Nielsen, 2008, available in the online resources. 12 Scaling Up Rural Sanitation Introductory Guide to Sanitation Marketing Conducting Formative Research BOX 2: REVIEWING A QUESTIONNAIRE • Develop a two-column table. In one column, list the indicators from the results framework as well as other research questions. In the second column, list the question numbers from the questionnaire that correspond to the indicators. This pinpoints extraneous questions and identifies indicators that remain unaddressed. • Use existing questions from available national questionnaires. Not only have these questions been tested, they offer a quick way to externally validate the survey. • Ask colleagues to review the questionnaire on the basis of the research protocol. Weigh comments against the study objectives. • Flag problems or issues and address with the research consultant. Do not rewrite or craft questions unless you have research experience. • Review possible response categories for close-ended questions to ensure that the mostly commonly ex- pected responses are included. • Check for sufficient filters (for example, to filter out respondents whose answers are not of interest in a particular question) and functional skips. • Review focus group discussion guidelines to ensure that questions include sufficient probing and are for- mulated to elicit more than simple “yes� or “no� responses. at the kick-off meeting. Once this is approved, the firm • Is data collection progressing on schedule? If not, will most likely develop one or more survey research tools what will the firm do to get back on schedule (for or questionnaires. These should be pretested with a small example, increase the field personnel)? sample of the target population to ensure that the respon- • How are respondents reacting? Are refusal rates un- dents understand the questions, that the skip patterns19 usually high? The firm should provide answers based work, and that the interview is not too long. Question- on regular visual inspection of completed question- naires might need to be translated; if so, a back translation naires and data capture. is required for quality-assurance purposes. It is critical • Are there any issues to flag (for example, inability to to review the questionnaire before pretesting takes place access a remote area)? If so, what will the firm do to (Box 2 gives some tips on reviewing the questionnaire). address these issues? After pretesting, the firm reports back to the team on the results. The research firm typically produces a fieldwork report at the end of the data collection phase. It is also important to clarify what the top-line results should include. It is best to clarify this before finalizing the Once the data is entered and cleaned, the research firm will per- questionnaire and before the data collection phase. form basic frequencies and cross-tabulations such as responses by socioeconomic status and gender to uncover patterns. Backward 2.4 Conduct Data Collection, research 20 can be used to develop a dummy table 21 (see Figure 4) Analysis, and Reporting that the research firm can use to develop an analysis plan. Program managers should stay informed on progress dur- ing the data collection phase. They should also periodi- The formative research process culminates in a reporting cally ask the research firm questions so corrective measures phase. Preliminary results, commonly referred to as top-line re- can be taken as needed. Sample questions might include: sults in market research, should be presented first. This is best 19 It is standard practice in surveys to skip over some questions to filter out interviewees for whom these questions are not relevant or appropriate. Pretesting helps ensure that appropriate “skips� are present and functional. 20 See Alan Andreasen’s work on backward market research. 21 Dummy tables are mock tables to help visualize possible relationships among datasets and guide analysis. www.wsp.org 13 Introductory Guide to Sanitation Marketing Conducting Formative Research done in two phases: an initial report to the program manager The final report will likely require several iterations. This and the program team, including any implementing agencies; should be anticipated in the Terms of Reference. Com- and another report to a wider in-country audience that incudes ments from reviewers should be gauged for relevance and stakeholders, donors, and non-partner implementing organi- consistency and then forwarded to the consultant firm to zations who might not commit to reading a lengthy technical address in a revised draft of the report. report, particularly if it is not written in their native language. FIGURE 4: SAMPLE DUMMY TABLE22 Current Sanitation Owner of Owner of None (OD) Sharer Unimproved Improved Total Opportunity determinants Ability determinants Motivation determinants Level of satisfaction with current facility Media habits Preferred radio stations Preferred TV station Preferred newspaper Trusted source of information Demographics Age Gender Level of education Socioeconomic class (quintile) Number of people in household Number of children under five Location 22 The formatting of this table is taken from Population Services International (PSI). See www.psi.org. 14 Scaling Up Rural Sanitation Introductory Guide to Sanitation Marketing Conducting Formative Research See Online Conducting Formative Research www.wsp.org/sanmarketingtoolkit/research Below is a sample of available re- Questionnaire to Research Household Additional Reading sources. Additional resources will be Sanitation Demand in Tanzania (WSP) Qualitative Methods in Public added on an ongoing basis. Instrument to Research Sanitation Health—A Field Guide for Applied Questionnaire to Research Household Supply in Tanzania (WSP) Research, by Priscilla R. Ulin, Sanitation Demand in Indonesia (WSP) Elizabeth T. Robinson, and Sanitation Demand and Supply Elizabeth E. Tolley Qualitative Report on Sanitation Assessment in Tanzania (WSP) Demand and Supply in Indonesia Sanitation Market Assessment in Hygiene Evaluation Procedures: (WSP) Tanzania (WSP) Approaches and Methods for Quantitative Report on Sanitation Assessing Water and Sanitation- Sanitation Supply Chain Assessment Demand and Supply in Indonesia Related Hygiene Practices, by Astier in Rural and Peri-Urban Cambodia (WSP) M Almedom, Ursula Blumenthal, and (WSP) Lenore Manderson Sanitation Market Assessment in Sanitation Demand Assessment in Indonesia (WSP) Rural and Urban Cambodia (WSP) Sanitation Demand and Supply Sanitation Market Assessment in Assessment in Indonesia (WSP) India (WSP) www.wsp.org 15 III: Developing a Marketing Strategy Key Points Key Terms For definitions, see Appendix, p. 51 3.1 Define Goals ✔ After the formative research is completed the next steps are to higher-level goals identify goals and develop a marketing plan and strategy marketing mix ✔ Goals are often defined within a project’s results framework. marketing plan There can be more than one set of goals. marketing strategy ✔ A marketing plan typically has a one- to two-year timeframe outcomes and identifies outputs outputs ✔ A marketing strategy explains how the plan will be results framework implemented, usually within three- to -five years. 3.2 Marketing Mix: Product ✔ A less-is-best approach is often more effective when it comes branding to product-related decisions. demand responsive ✔ A marketing plan should focus on the product’s benefits to the market segmentation consumer rather than the product’s attributes. modularization, branding product standardization technology options 3.3 Marketing Mix: Price ✔ Price includes the monetary cost of the product (the toilet), affordability supporting services, and any nonmonetary costs, such as availability time, that the household might incur. cost in-depth interview price price elasticity smart subsidies 3.4 Marketing Mix: Place ✔ Place refers to where a product or service is sold or obtained, accreditation as well as how it is distributed. business aggregators ✔ To develop the distribution strategy, a sanitation marketing capacity building program will likely use a combination of capacity building or distribution business development approaches and marketing principles. franchising front-line providers place 3.5 Marketing Mix: Promotion ✔ Promotion links consumers with suppliers, letting potential acceptability communication concepts customers know about a product’s benefits and availability. attractiveness comprehension behavior change counseling cards communication creative briefs brand promotion 16 Scaling Up Rural Sanitation 3.1 Define Goals Once the formative research is completed and the findings See Online are available, the next steps are to identify goals and develop Marketing Mix: Product an annual or biannual marketing plan that includes details www.wsp.org/sanmarketingtoolkit/product on the marketing strategy. Goals are often defined within the project or program’s results framework. Note that there can be Marketing Mix: Price more than one set of goals. www.wsp.org/sanmarketingtoolkit/price The marketing plan can be a short reference document that Marketing Mix: Place includes a detailed action plan showing roles and responsi- www.wsp.org/sanmarketingtoolkit/place bilities, key milestones, the projected timeline and budget, Marketing Mix: Promotion and a research and monitoring plan. Marketing plans have www.wsp.org/sanmarketingtoolkit/promotion a relatively short, one- to two-year timeframe and typically identify lower-level goals called outputs. A marketing strategy should explain how the plan will be im- 3.2 Marketing Mix: Product plemented, who will implement it, when, and at what cost. A product can be a physical product (for example, a latrine), Marketing strategies have a three- to five-year timeframe and a service (for example, pit emptying), or a behavior (for ex- typically identify higher-level goals called outcomes or inter- ample, regularly clean the latrine). This chapter focuses on mediary outcomes. products and services; for more on behaviors, specifically behavior change communications (BCC), see Section 3.5, For example, based on the program’s results framework and Promotion. formative research, the marketing strategy might set goals of increasing coverage of improved toilets by 30 percent (out- Although the discussion and examples in this chapter focus come), improving affordability (intermediate outcome), and on products and services targeted at end users (the house- strengthening access to quality providers (intermediate out- holds), products and services can also target suppliers. For come).23 The marketing plan might set a goal of accrediting example, the Easy Latrine (see Box 3) in Cambodia targets 500 new suppliers (outputs), launching one new financial both potential vendors and households. service (output), and developing a new lower-cost pour-flush toilet (output). Key Principles Products should be demand-responsive.25 Available prod- Sanitation marketing employs the “marketing mix� or Four ucts, such as sanitation slabs for rural households, must be Ps (product, place, price, and promotion) to achieve the goals consumer-responsive and offer the desired features and ben- targeted in the marketing strategy and plan. efits, which are identified through research. Although this document does not discuss it, another “P� Think products, not technology options. In the sanitation often cited in social marketing literature is partnerships.24 field, technology options include the specifications of what This element recognizes the potential of alliance platforms is below the ground (such as offset or lined pit), what is on and other mechanisms to engage and link public and private the surface (such as slab), and what is above the ground (the institutions. superstructure). For most consumers, the product is what is 23 Changes in determinants such as affordability and access/availability are usually considered intermediate outcomes. 24 For more on partnerships, see Nedra Kline Weinrich, Hands-On Social Marketing: A Step-by-Step Guide, Sage, 1999 25 Note that sanitation products must be suitable for the physical environment (for example, high groundwater tables) and meet relevant standards. These considerations are part of the technological aspect of product development and, though essential, are beyond the scope of sanitation marketing, per se. www.wsp.org 17 Introductory Guide to Sanitation Marketing Developing a Marketing Strategy visible or important to him or her, often what is above the surface: the shelter, slab, or seat. When developing marketing programs and strategies targeting end users (households), remember to think and communicate in terms of products and benefits and not in terms of technology options and specifications. When it comes to products, less is best. Conventional wisdom in the water and sanitation sector has been that the more products available, the better. Although consumers want options that meet their needs, you can have too many options. This can overwhelm consumers and flyer arketing Easy L atrine m complicate decision-making and supplier training. Although it might “Less is best�— not be the case of “one size fits all,� fewer might be better.26 Product features are different from product benefits. A product’s fea- tures are its attributes; a product’s benefits are what the features convey or provide to the user. For example, a ventilated improved pit includes features such as a mosquito screen and ventilation. The benefits of a ven- tilated improved pit are freedom from annoying insects and a less un- pleasant smell. As part of the Easy Latrine development in Cambodia, WSP and partners developed a benefits ladder based on data gathered during field testing (see Figure 5). From a marketing perspective, this approach might be more readily operational than the sanitation ladder, which plots technology options. Rather than focusing on features and technical specifications, product development should be based on the desired benefits and their price. Challenges Limited control. Many program managers have limited influence and Keep in Mind do not “control� the product, especially because they are not in the sales, To help develop your product distribution, or even product design business. strategy, be sure to think through the entire lifecycle of the facility. Too many technological options. The multitude of technological op- What products, services, and tions above, at, or below the ground often results in many combinations behaviors are needed at each that become difficult to translate into product packages following the less- stage? is-best principle. Ideal toilets might be out of reach. Because of a lack of awareness of options as well as social aspirations, the most desired features and 26 If there are distinct market segments identified by needs, preferences, willingness to pay, and other factors, several products and several marketing mixes may be needed. This approach is called market segmentation. It recognizes that markets are not often homogeneous. Within a given segment, however, the less-is-best principle might still apply. 18 Scaling Up Rural Sanitation Introductory Guide to Sanitation Marketing Developing a Marketing Strategy FIGURE 5: FINAL BENEFITS LADDER—CAMBODIA privately produced and delivered for less than US$25, whereas most projects had previously priced similar de- signs at US$75 and up.30 More shelter permanence, US $150 bathing, most status Strategies Standardization. Strategies to standardize products are US $70 Shelter permanence, more status being used in several countries, most notably in Tanza- Cost nia, where purchasing power is very limited. There, ap- Pit permanence, less frequent maintenance, proximately 80 percent of households had a simple pit US $30 more status latrine in 2008. Findings from the household survey sug- gested a more homogeneous market in which, at least Privacy, safety, convenience, no smell or bugs, initially, no market segmentation was needed.31 Thus, a US $15 place for guest, little status, no shit eating strategic decision was made to help households move up the sanitation and benefits ladders by adding a SanPlat32 Benefits to their existing pit latrine. Training of masons focused on how to make and sell the SanPlat and how to retro- fit a latrine. All communication materials reflected this single product. benefits of the “ideal� toilet are frequently out of reach Modularization. Modularization involves standardiz- for most rural households, particularly the poorest seg- ing the product in a way that allows for upgrading over ments. In the state of Himachal Pradesh, India, a mar- time as needs and budget evolve. Ideally, the modulariza- ket assessment27 revealed that the gold standard for rural tion follows the benefits ladder previously described. In households is a pour-flush “paca� (cement) toilet. In East Java, a sanitarian named Sumadi developed a range Cambodia, an “ideal latrine� consists of an offset tank, of four products (see Figure 6), thereby letting house- pour-flush pan, and solid walls and roof.28 In Peru, pre- holds upgrade over time. Others are now replicating his ferred toilets eliminate odors, are attractive and modern model. Modularization follows the cultural pattern in as well as private, comfortable, and safe; ideally they are many lower income communities worldwide of making pour-flush as well.29 The cost of materials and transpor- incremental improvements to homes as money becomes tation, inadequate production methods, and other mar- available. ket impediment factors can lead to higher costs and thus exacerbate the situation. One of the key lessons from Focus. During the 2003–2006 sanitation marketing pilot the development of the Easy Latrine led by IDE, WSP, study in two provinces of Vietnam, IDE focused on pro- and IDEO (see Box 3) was that the components for a moting and training providers on just four toilet models, hygienic and well-designed pour-flush latrine could be following the less-is-best principle. 27 See “Situation Assessment of the Supply Market for Rural Sanitation in Himachal Pradesh and Madhya Pradesh,� available in the online resources. 28 See “Demand Assessment for Sanitary Latrines in Rural and Urban Areas of Cambodia,� available in the online resources. 29 Sanitation Demand, Market Behaviors, and Baseline Study in Peru. 2007. Lima: IMASEN. 30 Author communication with Jeff Chapin, IDEO, 2011 31 See Product Range and Sanitation Market Assessment in Tanzania available in the online resources. 32 SanPlat stands for Sanitation Platform and is an improved latrine slab; see www.sanplat.se for more information. www.wsp.org 19 Introductory Guide to Sanitation Marketing Developing a Marketing Strategy BOX 3: INNOVATION AT WORK: WSP, IDE, AND IDEO TEAM UP TO DEVELOP THE EASY LATRINE In Cambodia, research findings suggested that most house- holds aspire to a pour-flush toilet but cannot afford one. WSP, international NGO IDE, and design firm IDEO teamed up to develop an affordable and simple “latrine core� that would confer the benefits of a pour-flush but cost less than half the normal cost due to smarter use of materials, an improved production method, and a streamlined design. Branded the Easy Latrine, the toilet is available through local producers who are trained in sanitation and hygiene education, Easy la production, and basic business and sales management. In trine p oint o f sale addition, buying an Easy Latrine is a one-stop shopping exper- in Cam bodia ience. A customer goes to the supplier, pays, and has the toilet home-delivered. In the past, buying a latrine involved engaging a mason (to build the “box� surrounding the slab, which in the Easy Latrine is a prefab reinforced concrete product), visiting a culvert seller to buy the rings to line the pit plus a pit cover, and visiting a waterpipe shop to buy the pipe to connect the slab to the offset pit. Branding. A natural progression from standardization and modularization is to de- Keep in Mind velop a brand name for each product. This reflects the principle of focusing on ben- Branding can be used on a wide efits and aspirations instead of its features or technology options. Branding allows range of applications, including a an interested consumer to inquire about a “Royal Highness� instead of “a double campaign (e.g., a national sanita- offset pour-flush latrine with ceramic pan� and it leads, along with standardization, tion program), an ODF commu- to potential economies of scale in advertising, promotion and other communication nity, an accredited supplier, an efforts, training suppliers, and in distribution. Branding has been used in Cambodia idea (e.g., a modern ODF society) to support the Easy Latrine and in East Java, branding has been introduced through or a product. a select number of vendors. It is also being used informally in Tanzania, where the SanPlat is referred to as the Sungura, which means rabbit in Swahili.33 Innovation. Innovation might be needed if research shows that locally available prod- ucts do not meet consumer preferences in terms of benefits or pricing (see Box 3). Complementary market opportunities. The team should also analyze the need and potential for complementary products or services such as offering cleaning products, a handwashing station, and long-term maintenance services.34 3.3 Marketing Mix: Price Price includes the financial cost of the toilet and supporting services (such as maintenance and desludging) as well as nonmonetary costs a household might incur (time, social shunning, and so on). 33 The name Sangura was used because the shape of footrests and squat hole look like a rabbit. 34 A database of handwashing station designs is available at www.wsp.org/scalinguphandwashing/enablingtechnologies. 20 Scaling Up Rural Sanitation Introductory Guide to Sanitation Marketing Developing a Marketing Strategy FIGURE 6: SUMADI’S RANGE OF PRODUCTS Type 1 Type 2 Type 3 Type 4 WC Sehat WC Tumbuh Sehat WC Tumbuh Sehat WC Ekonomis Murah Sumade 180,000 Rp. (US$18) 260,000 Rp. (US$26) 600,000 Rp. (US$60) 850,000 Rp. (US$85) Branded ceramic closet, slab, Branded ceramic closet, slab, Branded ceramic closet, slab, Branded ceramic closet, 1-day labor concrete ring, 1m (1), 1-day concrete ring, 1M (4), cover, slab, concrete ring, 1M labor 2-day labor (7), cover, 2-day labor Introduced October 2008 Introduced October 2008 Introduced October 2008 Introduced 2005 Key Principles Target market. Practically speaking, sanitation marketing targets the poorest segments of a population given that the commercial sector serves the middle and upper classes. However, there is debate within the WSS sector as to how to best serve the poorest (lowest) quintile.35 Targeted or smart subsidies can play a role as long as they do not impede the development of a sustainable mar- ketplace through sanitation marketing approaches. The promotion of Sangura slabs, which are sold at around US$5 through the Choo Bora program in rural Tanzania, is an example of marketing an affordable option that enables low- Keep in Mind income households to retrofit and upgrade simple pit latrines. Understand the difference between affordability, availability Affordability versus availability of cash. It is important to distinguish between of cash, and willingness to pay. affordability and availability of cash. For example, a rural household in East Java Interpret willingness to pay might not have the liquidity at any time of the year to buy their ideal toilet (pour- results with caution: a flush with septic tank), but they might still consider it affordable. household’s willingness to pay can shift as individuals gain Willingness to pay. A qualitative study in Cambodia36 asked respondents awareness or knowledge of whether, if their “ideal� latrine was on sale for US$100, they would be able and options or prices. Similarly, a willing to buy it. Most said they would be willing to pay for this latrine but they household might consider a would first need time to save. Many respondents felt they would purchase this product affordable, yet not have latrine within three to six months. Several stated that they would not purchase the cash liquidity to purchase it. this latrine at all if they did not have enough money. Note that willingness to pay results should be interpreted with caution: willingness to pay can shift as people gain awareness or knowledge of options or prices during the buying process. Challenges Lack of control. Price control is beyond the reach of a sanitation marketing program. Because suppliers tend to look at unit margins or prices, keeping prices within reach of lower income quintiles is a potential challenge. 35 See Financing On-Site Household Sanitation for the Poor, available in the online resources. 36 See Demand Assessment for Sanitary Latrines in Rural and Urban Areas of Cambodia, available in the online resources. www.wsp.org 21 Introductory Guide to Sanitation Marketing Developing a Marketing Strategy Varying degrees of microfinance options. The degree of development of Keep in Mind the microfinance sector varies considerably from region to region. In some Remember to build in financing areas, there might be limited opportunities to tap into formal financing strategies for both suppliers and mechanisms or institutions. In this case, informal mechanisms such as sav- households as you develop the ings groups might prove useful. marketing mix. Strategies Innovation and standardization can reduce production costs and increase affordable options. In Cambodia, the Easy Latrine design led to a reduction in production costs through the use of fewer materials and improved production methods, with savings passed on to house- holds. Standardization of a product can lead to economies of scale and result in lower production costs, a savings that can be passed on to households. Suppliers should use the principles of price elasticity to maximize sales. Although suppliers tend to propose and market more upscale models, this might just reflect a lack of awareness of other options, as they are no doubt motivated by the unit price and/or margin. Dur- ing basic business training, suppliers should be introduced to the basic principles of price elasticity so they understand that selling lower- cost models will result in higher unit sales, which may in turn lead to greater revenue. (See Section 5.3, Capacity Building, for additional information.) Modularization allows households to upgrade over time as needs evolve, budgets expand, and cash constraints are reduced. This strat- egy is based on the assumption that households want to address sanitation needs in the same way they handle items such as home improvements. esia However, there is anecdotal evidence in Cambodia that households “hold Indon training in off � for their preferred option. Any strategy must be informed by insights p provider sho from research. stop� “One- Access to financing must be built up at the same time as supply and demand. In IDE’s pilot project in Vietnam, small suppliers were able to grow their business by providing informal credit to trusted households. In East Java, the more successful small businesses have tapped into local savings schemes (arisans) that organize bulk buying for their members. In Peru, WSP has brokered important relation- ships with banks and microfinance institutions that have developed financial products for hardware stores and their clients. Whether they involve linking suppliers and households to informal savings groups or advocating with microfinance institutes to develop products spe- cific to the sanitation sector, financing options must be an integral part of a marketing strategy. 22 Scaling Up Rural Sanitation Introductory Guide to Sanitation Marketing Developing a Marketing Strategy Repositioning lower-end options to be more aspirational can be successful if lower-cost models respond to the benefits sought at that price level. This can be achieved through promotion. Conduct advocacy if non-market impediments are creating upward pressures on prices. If the supply chain and enabling environment analysis shows that the high price of materials is due to high import tariffs or other factors, advocacy can lessen or remove these impediments. Savings can be passed on to households, resulting in improved access to both supplies and products. Keep in Mind Building capacity to buy sanitation products in bulk can reduce unit costs. Smart subsidies may have a role. This has been done in India where purchases are pooled at the Gram Panchayat The challenge is to develop them (district) level to purchase pans. in a way that they effectively reach the targeted segments while not hampering market- Targeted or “smart� subsidies. Some public health interventions have used sub- based approaches. sidies to reach the poorest segments (for example, through the use of vouchers or behavioral outcomes) and can provide a useful model. The challenge is often to ensure that the subsidies reach those who are being targeted. Untargeted or supply-driven subsidies can potentially undermine market-based approaches. 3.4 Marketing Mix: Place Key Principles Points of sale must be easily accessible to customers. Front-line providers (sup- pliers that households go to early in the buying process) should be conveniently located and easily accessible. In Peru, WSP has worked with hardware stores as front-line providers for households interested in sanitation products (See Box 4). Providers need to know how to build and offer safe sanitation products and services (including proper sludge disposal). They must also know how to maintain inventory and perform other basic business tasks. This training is stan- dard practice in sanitation marketing efforts to date. BOX 4: SANI-CENTRES IN NIGERIA In Nigeria, WaterAid has promoted the establishment of a sani-centre in each project community to tackle transpor- tation and market-access challenges faced by remote populations. WaterAid trains several community members as artisans to construct low-cost slabs and provides each community with seed money to build 20 to 30 slabs in each community. The goods supplied to each sani-centre are designated to be sold to community members at affordable prices, and any income generated used to replenish the stock of raw materials. However, evidence from the study to date suggests that the sani-centres are not effectively reaching the poor in these communities. Source: Sustainability and Equity Aspects of Total Sanitation Programmes: A Study of Recent WaterAid-Supported Programmes in Three Countries. 2009. Available at http://www.communityledtotalsanitation.org/sites/communityledtotalsanitation.org/files/clts_synthesis_report.pdf www.wsp.org 23 Introductory Guide to Sanitation Marketing Developing a Marketing Strategy Sanitation suppliers must be courteous and customer-oriented. They Keep in Mind should be able to discover customer needs and benefits sought, and match Make shopping for sanitation those with products and services, including financial ones. In Cambodia, products as easy as possible suppliers often provide a warranty whereby they repair the latrine free of for the consumer. Consumers charge if it breaks due to faulty components (for example, a cracked ring should have easy access to in the pit leading to collapse). Providing a warranty enhances a supplier’s knowledgeable, courteous, and reputation and can lead to other work or services. customer-oriented suppliers of sanitation products. Challenges The distribution of sanitation products and services is often highly fragmented and in most countries is dominated by the informal sec- tor. For example, in East Java alone, it is estimated that there are thou- sands of small providers, many of whom are masons.37 Many masons do not have storefronts, resulting in fewer opportunities for point-of-sale branding (see Section 3.5, Promotion). Sanitation is not a core business for many suppliers, which lessens their interest in capacity building and marketing initiatives. Given that most suppliers are small-scale and that sanitation is not their core business, it might be unrealistic to assume that capacity-building efforts will result in active promotion of safe sanitation. A case study conducted by WSP and IRC on the sustainability of an IDE rural sanitation project in Vietnam38 revealed that few businesses actively promoted sanitation dones ia during and since the pilot, despite training received in this area. Most vide r in In ti on pro relied on their reputation and referrals. Sanita Strategies Fostering loose affiliations among suppliers can help create net- works. For example, in East Java, the WSP has mentored an entrepre- neur, Sumadi, who works closely with a cohort of masons and preferred wholesalers through whom he gets volume discounts. Networks let mem- bers grow their customer base and sanitation business through referrals. The IDE sanitation marketing pilot project in Vietnam encouraged sup- pliers to create networks and follow-up research showed these networks A hardw remained, and, in many cases, grew and prospered.39 Networks can also are store in Peru s be a more formal arrangement such an association, as in Uganda, for ells sanit ation sup plies example, through the Association of Pit Emptiers. Drawing on techniques used in the commercial and social market- ing fields, franchising40 is a potential business model for scaling up 37 See Opportunities to Improve Sanitation: Situation Assessment of Sanitation in Rural East Java, Indonesia, available in the online resources. 38 See Case Study on Sustainability of Rural Sanitation Marketing in Vietnam, available in the online resources. 39 Ibid 40 Franchising is a business model that involves creating a network of sales outlets (the franchisees) that are locally owned but act in coordinated manner with guidance from a central organization (the franchisor). 24 Scaling Up Rural Sanitation Introductory Guide to Sanitation Marketing Developing a Marketing Strategy BOX 5: LESSONS LEARNED FROM THE ACCREDITATION PROGRAM AT THE INSTITUTE OF TECHNOLOGY OF SURABAYA (ITS) • Avoid overly technical training content and emphasize practical information and skill-building. A field practicum is a good way to accomplish this. • Focus training on product options that will be promoted through the demand creation efforts or that are commonly offered. • Establish or integrate linkages with the sanitation marketing intervention (such as by using brand names or product catalogs). • Be clear on participant eligibility selection criteria so that those chosen are more likely to be able to apply newly learned skills. • Identify quality-assurance strategy during the development of the accreditation program (for example, how long accreditation will be good for, presence of national standards, clearly assigned responsibilities for monitoring these standards, renewal conditions, and whether and under what conditions accreditation can be revoked). sanitation businesses. Through standardization of product range and quality, franchising offers potential economies of scale in promotion and training. WSP is testing elements of the franchising model in East Java, where efforts to replicate promising aspects of Sumadi’s business model (notably linkages to microfinance institutions and informal savings groups, supply chain management, and the offer- ing of standardized modular products) are underway with sixteen other small busi- nesses. Franchising has challenges, including the need for an appropriate franchisor who can manage the franchisees. A recent study suggests that franchising has not yet proven itself as an effective way of reaching the poorest segments of the popu- lation.41 However, variations on the franchising model such as micro-franchising, which aims to impact poverty by facilitating job creation and sale of products and services to the base of the pyramid may have promise.42 Moreover, additional data is likely to be generated through members of SF4Health, a community of practice around social franchising for health (see www.sf4health.org). Keep in Mind An accreditation program through a regional or national organization or in- When developing an accredita- stitute can potentially improve quality.43 Accreditation has applications for scale tion system, try to avoid overly and sustainability because capacity is built in institutions rather than by individu- technical training content. It is als—for example, through a training-of-trainers process that must be continuously better to emphasize practical managed. Accreditation ensures that national standards are being used, by build- information and skill building. A ing capacity in a “wholesale� context (institution) versus a retail one (individuals), field practicum is a good way to and it opens up marketing and branding opportunities (see Section 3.5, Promo- accomplish this. tion) that have been used successfully in social and commercial marketing to reach scale. In East Java, WSP enlisted the Institute of Technology of Surabaya (ITS) to conduct a five-day training in improved sanitation and basic business skills. Some 41 Ashish Karamchandani, Michael Kubzansky, and Paul Frandano, Emerging Markets Emerging Models, Monitor Group, 2009 42 Franchising in Frontier Markets, Dalberg Global Development Advisors, Dec. 2009; www.franchise.org/ uploadedFiles/Franchise_Industry/Resources/Education_Foundation/Frontiers Markets_content_print_marks.pdf 43 A complementary quality-assurance strategy is to strengthen the enabling environment so that standards (such as for quality of construction) are established, communicated, and monitored. www.wsp.org 25 Introductory Guide to Sanitation Marketing Developing a Marketing Strategy FIGURE 7: AQUAYA’S WATER BUSINESS KITTM MODEL 1 2 3 Local/regional Establish Design business-in-a box Provide Water Business Kits™ to Scale multipliers employ Water Business assessment and demonstration Water Business Kits™ scale multipliers Kits™ to cultivate thousands of water refill preparation businesses (equipment vendors and banks) businesses Water business kits Turnkey systems Business landscape assessment Parts and Consumables Operations Software Partner recruitment Financing Regulatory Compliance Marketing Business plan QA/QC development Illustration used by permission of Aquaya. 1,600 small providers (including masons and sanitarians) have become accredited Keep in Mind through this program and are encouraged to use the WC-ku sehat (Safe Toilet) logo. As sanitation marketing evolves, Box 5 highlights the key lessons learned from this approach. much of the learning underway is around how to strengthen sup- A variation on franchising is the concept of selling a turn-key-like “business-in-a-box� ply at scale. Strategic options for to prospective entrepreneurs. Aquaya has used this approach with its Water Business place (distribution) are therefore Kit ModelTM, creating an estimated 8,000 water businesses in Java (see Figure 7). likely to expand or evolve over time. The distribution strategy Depending on the results from the supply chain analysis, it might be possible encompasses marketing and to identify business anchors with a vested interest in developing a market business and capacity develop- for sanitation. These anchors or aggregators organize the entire supply chain, ment. Please contribute to the including masons and producers. A theoretical example of this approach is to dialogue and keep us informed award limited-time concessions to district-level hardware stores. These stores of your learning! would receive technical assistance and market exclusivity, and would benefit from demand-creation campaigns for a fixed period. Implementing these types of ap- proaches might require contracting or partnering with consulting firms or orga- nizations that have experience in market transformation. 3.5 Marketing Mix: Promotion Sanitation marketing uses two approaches to promotion, or communication: • Branded advertising and promotion aims to create awareness of a particular product, point-of-sale, or brand. Branding is a way to standardize prod- ucts, services, ideas, or behaviors and position them in an appropriate way. It can be used for various applications, such as identifying and marking open defecation villages, accrediting suppliers, creating an umbrella for a communication campaign (see Box 6), and naming products (sanitation 26 Scaling Up Rural Sanitation Introductory Guide to Sanitation Marketing Developing a Marketing Strategy BOX 6: EXAMPLES OF SANITATION MARKETING BRANDING Himachal Pradesh, India. Building on insights from research, WSP cre- ated a program logo and brand that supports the Total Sanitation Cam- paign (TSC) and conveys the message that residents can choose between an embarrassing practice (open defecation) and pride and dignity through the use of a toilet. East Java, Indonesia. Signs designed for use by accredited providers prominently feature the WC-Ku Sehat slogan and ‘thumbs-up’ logo. Tanzania. The distinctive Choo Bora logo and signature color was used to brand everything from clothing worn by masons and DCC facilitators to signs and umbrellas. or financial). In sanitation marketing, the branded findings to communication objectives in Indonesia. Simi- advertising and promotion approach is particularly larly, Tanzania developed the Choo Bora campaign based on useful for strengthening linkages between supply formative research findings (see Box 7 on page 29). and demand. • Behavior change communication (BCC) aims to moti- Advertising agencies have a role. Government agencies vate people to modify or adapt a desirable behavior. such as the Information, Education, and Communication (IEC) units found in ministries of health do not always have These two approaches can work together. For example, the capacity or resources (such as staffing, equipment, or a campaign to improve clean cook stoves could use BCC budget) necessary to develop large-scale BCC campaigns. In approaches to raise awareness of the dangers of inhal- such cases, program managers should consider engaging an ing the smoke from traditional cook stoves. A local busi- advertising agency. While mostly versed in branded advertis- ness could capitalize on the increased demand generated ing and communication for the commercial sector, advertis- through the BCC and promote a brand of improved ing agencies have experience developing campaigns to reach a cooking stoves. Social marketing organizations have used large audience and they are increasingly knowledgeable about a dual approach utilizing both branded advertising and BCC approaches, with experience developing social market- BCC in efforts to expand access to and use of products ing campaigns for health products and other applications. such as condoms, mosquito nets, and point-of-use water WSP has engaged advertising agencies to develop materials products at large scale. for dissemination at local levels. Key Principles Integration across channels ensures that messages are Effective BCC builds on the findings and insights of consistent, reinforce one another, and result in repeat formative research. Findings should include relevant be- exposure. For example, the Choo Bora logo and slogan in havioral determinants and the media habits of the target Tanzania is integrated in the radio soap opera, radio com- audience. Figure 8 illustrates how the Global Scaling Up mercials, direct community events, and training materi- Rural Sanitation Project went from formative research als for masons and outreach workers so that all channels www.wsp.org 27 Introductory Guide to Sanitation Marketing Developing a Marketing Strategy FIGURE 8: FROM FORMATIVE RESEARCH FINDINGS TO COMMUNICATION PRODUCTS IN INDONESIA Behavioral Communication Marketing Mechanism Determinants Objectives Mix and Tools Ability/Affordability Knowledge about Formal and informal Provide facilitators, INFORMATION ON Perception that options to improve community sanitarians, natural IMPROVED LATRINE latrines are sanitation that are compensates to leaders with informed OPTIONS expensive affordable provide information choice catalog and improved latrine flyers that stress low Semi-Permanent Semi-Permanent options starting prices Permanent Permanent Opportunity/Social Open defecation Promote feeling of Support CLTS Norms is no longer embarrassment and through integrated Open defecation is acceptable fear of gossip communication a common and campaign featuring accepted practice character of Lik Telek communicate the same message. Likewise, Lik Telek (“Uncle Shit� in Bahasa In- donesia) is a character that has been woven into various BCC materials in East Java. Mass media, interpersonal communication (IPC), and direct consumer contact (DCC) are three channels that are typically used to reach target audiences. • Mass media, including print, radio, and television, can raise awareness at the institutional, community, and individual levels and is particularly ap- propriate if the campaign is aimed at improving knowledge around a par- ticular issue. In addition to developing traditional spots, you can insert key messages into existing or planned programming such as dramas, soap operas, or talk shows. Newspapers can reach policymakers. • Interpersonal communication (IPC) is often carried out by health exten- sion workers (HEWs), community volunteers, or outreach workers. It is one of the few channels that allows for two-way communication with the Keep in Mind household, in small group settings, or face-to-face, with opportunities to Promotion includes behavior clarify and ask questions, and is suitable for building skills, and for joint change communication as well problem-solving. Other media channels should be used to confirm and as branded advertising and mar- support information provided through IPC efforts. keting approaches. • Direct Consumer Contact (DCC) involves community events that com- municate key behavior change messages using entertainment-education approaches. These can be delivered through road shows or mobile video units. 28 Scaling Up Rural Sanitation Introductory Guide to Sanitation Marketing Developing a Marketing Strategy BOX 7: MARKETING STRATEGY IN TANZANIA Campaign platform The campaign targets rural heads of household and their families. Formative research re- vealed that the campaign needed to propose that good sanitation can be easily achieved and is not just for the wealthy, as many assumed. In addition, sanitation improvements needed to be linked with improvements in status, convenience, and safety—especially for children. This led to the development of a marketing campaign, Choo Bora Chawezekana! Tumeamua Maendeleo Hadi Chooni (roughly “A Good Toilet Is Possible! We’ve Taken Our Development All the Way into the Latrine�). Representatives of the target audience found the Swahili version to be nuanced and humorous while linking the desire to improve one’s life to sanitation. Choo Bora messaging is integrated into all aspects of the intervention and the target audience encounters it through several junctures, including masons, community sanitation committees, mass media (radio), and Direct Consumer Contact (DCC). Product Households are encouraged to make various upgrades with special attention on the Sungura slab. This 2-foot-by-2 foot concrete slab is a consumer favorite. It is smooth, washable, and safe for children; it has a drop hole in the middle; with a concrete cover that seals the hole, effectively containing the feces; and has raised footrests to ensure good aim, especially at night. The slab is especially useful for upgrading existing la- trines, which is what most rural Tanzanian households need to do to realize the health and economic bene�ts of sanitation. Price A Sungura slab is approximately US$5 to purchase and US$4 to produce. In some areas, US$5 will include installation; in others, customers have to pay about US$1 extra. Place Because villages in Tanzania are separated by large distances, transportation is a major constraint. Sanitation goods and services are not readily or widely available. WSP trained approximately 470 masons residing in or around priority villages to produce and sell Sungura slabs. Masons purchase raw materials and manufacture them on-site near village centers, sometimes using makeshift workshops. Orders are taken directly from households. Access to capital is a continuing issue for masons who often cannot buy in bulk on their own. Masons often rely on the district government to lend them the molds needed for manufacturing. Promotion • Mass media. Produce was soap opera; five 15-minute episodes airing twice a week before the evening news on TBC Taifa (AM and FM frequencies); show is supported by spots, songs, and DJ mentions. • Direct Consumer Contact (DCC). Interactive roadshows promote sanitation upgrad- ing in rural villages through entertainment, contests, and testimonials. • Interpersonal Communications (IPC). Initial community engagement comes through CLTS triggering in which the community decides how and when to improve their sanitation facilities; carried out by district or ward facilitators with coaching from resource agencies; “unbranded� and not explicitly linked to the Choo Bora campaign. • Sanitation committees and masons. Once the community triggers and establishes an action plan, a mason can begin promoting upgrades; a sanitation committee is formed to perform day-to-day promotion and monitoring. • Promotional materials. Choo Bora materials produced including such as calendars for offices and public places, T-shirts for sanitation committees, masons, champi- ons, point-of-sale branding for masons, kangas (traditional cloth) for households, and notebooks and pens for local officials. www.wsp.org 29 Introductory Guide to Sanitation Marketing Developing a Marketing Strategy Within each channel there are a range of options to consider. Print materials are often appropriate for health workers, trained volunteers, and policymakers. Low- literary materials relying heavily on illustrations can provide useful reminders and reinforce messages conveyed through interpersonal communication or DCC. For example, counseling cards have pictures on the front to illustrate recommenda- tions and questions on the back to facilitate discussions between the counselor and the families. These can also include suggestions for how to negotiate small improvements in sanitation practices; another option is community theater, which can be used to model desired behaviors and address common barriers to sanitation in an entertaining way, reaching families and influential community members, and loudspeaker announcements in the community. In addition, specific advocacy activities can aim influencing decision-makers to focus more attention and resources on sanitation and hygiene improvement and carry out specific policy or institutional reforms, earmark specific budgets, etc. With all options, effectiveness rests on conveying key messages and issues and on stimulating discussion. Centralizing the development of the communication messages yields economies of scale. It would be extremely expensive to develop communica- tion messages and materials tailored to each segment of the target audience or every district or province where your target audience resides. Any country can have large populations with distinct linguistic or cultural characteristics that warrant the need to tailor messages. However, experience to date dem- onstrates that centralizing the development of communication messages pro- duces economies of scale. Once these messages and materials are produced, they can be replicated and disseminated by lower tiers of government that allocate part of the sanitation budget to promotion. Note that centralization of messages can occur at different levels—national, regional, state, provincial, and so on, and does not preclude required adaptations (e.g., language). Challenges Advertising agency capacity can vary. Advertising agency capacity varies from country to country and even from year to year, especially given high staff turn- over in this sector. Some agencies, especially in smaller countries, offer a full range of services from design to media buying. In larger countries, agencies often specialize in a key area such as media placement. Agencies can also vary in their understanding of BCC. Agencies with little experience will require a learning curve. Regardless of experience, program managers should plan the time and ef- fort required to manage the ad agency (see Box 9, Section 5.6, Procurement) and review products against the brief. Developing evidence-based communication products requires time, particu- larly if new formative research must be conducted first. This timing issue poses challenges, especially when integrating sanitation marketing and CLTS activities. In East Java, CLTS triggering had already occurred in many districts by the time 30 Scaling Up Rural Sanitation Introductory Guide to Sanitation Marketing Developing a Marketing Strategy the communication materials were available. Development integration is theoretically possible if the CLTS trigger- needs to begin early in the process. ing also makes use of the drivers identified through the formative research. Complete control of the implementation of the full communication strategy is not always possible at the Use centrally developed, locally implemented BCC ma- program level. This is especially true in large scale projects terials. In East Java, WSP developed BCC materials based targeting long-term sustainability, where the program often on findings from the formative research. Materials included runs through local governments. In these cases, there may an eight-minute video drama, radio spots, and posters. be trade-offs in terms of quality or level of intensity and Templates and guidance on how to use these materials were adequate monitoring should be planned. then provided in a tools menu. Representatives of the 29 districts in which the program is being implemented were Strategies oriented on the materials and received training to develop Some overall strategic options to keep in mind are as follow: a promotional budget and plan. Since the training in 2009, more than 15 districts have used the materials, benefiting Integrate sanitation marketing and CLTS. In Tanza- from economies of scale. The WSP team in India is adopt- nia, the Choo Bora message (“A good toilet is possible— ing this approach with the intention of conveying messages take development to your home�) was used immediately supporting other behaviors targeted through India’s Total after the CLTS triggering through all the BCC and Sanitation Campaign (TSC), including improved solid sanitation marketing channels and materials. Greater waste management at the household level. See Online Marketing Mix: Product Marketing Mix: Price www.wsp.org/sanmarketingtoolkit/product www.wsp.org/sanmarketingtoolkit/price Marketing Mix: Place Marketing Mix: Promotion www.wsp.org/sanmarketingtoolkit/place www.wsp.org/sanmarketingtoolkit/promotion Below is a sample of resources avail- Making it Easy: Sanitation Marketing Sanitassi-Sanitation Promotion-Septic able. Additional resources will be in Cambodia (WSP) Tank Cleaning (WSP) added on an ongoing basis. Sample Communication Campaign Research and Metrics (PSI) Creative Brief for Advertising Agency Materials (WSP) Sample Communication Campaign (WSP) Sanitation: A Good Deal for All Materials (WSP) Pre-testing Communication Materials (WSP) (WSP) The Story of Younis (WSP) Additional Reading Qualitative Methods in Public Sample Communication Campaign Inaugurating a Dream (WSP) Health—A Field Guide for Applied Materials (WSP) Let’s Change Their Future (WSP) Research (2004), by Priscilla R. Ulin, Output Based Aid for Sustainable Moving Households Up the Sanitation Elizabeth T. Robinson, and Elizabeth Sanitation (WSP) Ladder in Rural Tanzania (WSP) E. Tolley www.wsp.org 31 IV. Developing a Communication Campaign Key Points Key Terms For definitions of terms, see Appendix, p. 51 4.1 Developing a Creative Brief ✔ A creative brief sets out the plan for the communication contact report campaign and serves as a reference document for both the creative brief program manager and the ad agency. entertainment-education ✔ The creative brief should summarize the campaign’s purpose and objectives, describe the problem using supporting data, and identify the target audience. 4.2 Developing Communication Concepts ✔ Building on formative research, communication concepts communication channels provide guidance for how all other campaign elements will be communication concepts executed. counseling cards ✔ Be clear on the communication concept before moving on to execution of the concept into products such as a slogan or logo. 4.3 Testing Communication Concepts and Products ✔ Both the communication concepts and the products should be acceptability tested with the target audience, and the campaign strategies attractiveness and objectives adjusted accordingly. communication products comprehension identification persuasion pre-test 4.4 Production and Dissemination ✔ Production involves the final preparations of the materials. advocacy activities ✔ Dissemination occurs through various channels, including broadcast-quality mass media, Direct Consumer Contact (DCC), Interpersonal casting Communication (IPC), and community events such as direct consumer contact (DCC) community theater. interpersonal communication (IPC) mass media ✔ For the campaign to be successful, implementing partners and production stakeholders must clearly understand the purpose and proper rough edits use of all communication materials. 32 Scaling Up Rural Sanitation Author’s Note: Communication is such an important part of See Online developing a sanitation marketing strategy that we have dedi- Developing a cated a section of this guide to providing additional details on Communication Campaign how to develop a communication campaign with an advertising www.wsp.org/sanmarketingtoolkit/campaign agency’s assistance. 4.1 Developing a Creative Brief • Communication objectives: Informed by the formative The most critical early step is to develop a creative brief (also research, these objectives represent how the target au- referred to as an ad agency brief, communication brief, or diences will feel and what they will know or believe brief ). The brief lays the foundation for the communica- as a result of being exposed to this campaign. For tion campaign’s design and will serve as the main reference example, if the formative research revealed that low document for both the program manager and the advertising awareness of toilet options is associated with unim- agency (akin to the research protocol). A good creative brief proved sanitation, a communication objective could contains: be to bolster awareness of particular options. • Agency objective: This summarizes the overall purpose The brief should also specify considerations such as tone (such as to develop or broadcast a campaign). (dramatic, humorous, and so on), approach (such as enter- • Context and description of problem: Relevant statis- tainment-education), and collaboration with stakeholders. tics/data (for instance, open defecation rates) and key insights from the formative research (when Often the formative research study results are not available available) should be highlighted in this section as when procurement for the communication campaign is ini- well as extracts of any government communication tiated. In this case, a draft brief can be included in the Terms strategy. of Reference and finalized later. • Behavioral objectives supported by the communication campaign: These should be consistent with goals iden- If the procurement is for the development of a campaign, tified in the marketing strategy (for example, improve bids should include draft concepts that can be used to gauge sanitation facility). a firm’s creative capacity and their understanding of the brief. • Target audiences: Who is being targeted by this cam- Box 8 offers some tips for managing an advertising agency. paign and what are their main characteristics. Gen- Box 9 shows a sample creative brief for a very specific assign- dered information should be included. ment in Tanzania. BOX 8: SUCCESSFULLY MANAGING AN ADVERTISING AGENCY • Invest the time needed to develop a solid creative brief. • Once the contract is ready, do a full briefing with the ad agency to review the Terms of Reference and provide detailed comments on their proposal. • Demand contact reports after each meeting that summarize discussion and agreements. • Review all drafts against the creative brief. • Request a full debriefing on the results of pretesting. www.wsp.org 33 Introductory Guide to Sanitation Marketing Developing a Communication Campaign BOX 9: EXTRACT FROM CREATIVE BRIEF FOR A RADIO SOAP OPERA TO IMPROVE SANITATION Agency Objective—Develop and produce five 15-minute episodes of a radio soap opera to encourage improved sanitation in rural areas of ten districts of Tanzania. Behavioral Objective—Contribute to establishing continuous household improvement of the place of defecation. Communication Objectives—Achieve the following based on the insights from formative research and work- shops. The behavioral determinant targeted, based on the SaniFOAM framework, is indicated in parentheses. After the campaign, the target audience will: • Understand that the true purpose of a toilet is to avoid contact of feces with people (Knowledge) • Know that adding a simple inexpensive slab (Sungura) to your toilet can improve your community’s and family’s health (Knowledge) • Believe that having a good toilet is possible (Belief) • Know that all feces, even children’s, are harmful to others and to the environment (Knowledge and Social Support) • Know that it is no longer acceptable to have a basic latrine (Social Norms) • Speak to a mason for more information (Intention) • Re-examine their priorities for expenditures (Competing Priorities) • Remember to wash hands with soap after using a latrine Measurements for Success • Thorough pretesting, including comprehension, attraction, persuasion, identification, and acceptability • Number of audience members reached by the soap opera • Level of exposure and retention measured through periodic surveys Mandatories • An entertainment-education approach. The soap opera must provoke discussion and interest, striking a balance between entertainment and content. Each episode must contain messages from the list provided. Messages should not be presented didactically (“you should . . .�) but rather introduced naturally through characters, plot twists (outcome of a belief or behavior), or dialogue. The overall plot should progressively lead to the campaign’s desired outcome (a safe, modern community) with some “hiccups� along the way. • Tone. Captivating, combining elements of drama and humor. • Characters. Appealing to rural households and reflecting relevant cultural values. At least one main char- acter should be included to model the desired attitudes, beliefs, and behaviors. To maximize synergy with the Handwashing Project, character names and settings from the radio spots in development should be integrated into the soap opera. • Durability. Because it is hoped that the soap opera will continue, it should reach some level of resolution or closure after five episodes while allowing follow-on developments in plot or character development. • Episode structure. Each episode should begin with a quick 30-second summary of previous episodes to refresh audience’s memory or bring new listeners up to speed. This summary should be easily removable if episodes are aired continuously (for example, through community-based CD players). 34 Scaling Up Rural Sanitation Introductory Guide to Sanitation Marketing Developing a Communication Campaign 4.2 Developing Communication Concepts Communication concepts represent broad directions for a given campaign and provide guidance for how each element will be executed. Concepts should build on insights from the formative research and serve as a plat- form or umbrella for all campaign elements. For example, the communi- cation concept behind the sanitation marketing campaign in Tanzania, is about empowering households to change their sanitation status and pro- pel them into taking action. Choo Bora is how this concept was executed. A common mistake made by advertising agencies is to skip from the concept stage to a catchy visual/logo or slogan, which is an execu- tion of the concept. Program managers should be clear on what the concept is before going to the execution step. Conversely, some agen- cies execute the concept directly. Once the advertising agency has been contracted, program managers should meet with the firm to go through the brief and review the draft concepts that were included in the bid so that they are clear on what changes need to be made in the next version. See Box 8 for additional tips on managing an advertis- ing agency. 4.3 Testing Concepts and Communication Products Testing with target audiences occurs at two stages: concept and product development. Either the advertising agency developing the campaign or an independent firm can conduct the testing. At the early stage, concepts are tested to see whether they resonate with the targets. Preliminary slo- gans, logos, or visuals are shared to facilitate testing and feedback is used to refine them. Later on, draft products that have been developed (for example, storyboards for a TV commercial, or a broad plot and character description for a video drama) are tested on several criteria, including the Final con cept, cam following: paign po ster in Ta nzania • Comprehension. Do target audiences understand what is being shown or heard? What do they not understand? What changes would make materials more comprehensible? • Attractiveness. Are materials appealing from a visual or auditory viewpoint? What would make them more attractive? • Acceptability. What do audiences like or dislike about the materi- als and why? • Identification. Do the target audiences personally feel concerned by the materials? If not, why and what changes would make them relate more to the materials? • Persuasion. How convincing are the materials and why? www.wsp.org 35 Introductory Guide to Sanitation Marketing Developing a Communication Campaign For example, the WSP team in East Java tested several versions of Lik Telek with both open defecators and users of unimproved facili- ties. The goal was to identify the most promising execution of the underlying concept and identify concrete ways to improve the draft products. Among other findings, the testing showed that participants interpreted the messages literally. As a result, the agency changed all figurative wording to increase comprehension. Once pretest results are available, we recommend the following: Review findings within the team and decide what needs to be ad- dressed. Keep in mind that pretesting is not a democratic voting pro- cess. Too often materials are proclaimed to have “tested poorly� and are discarded or substantially modified without first identifying the issues. Suppose a campaign includes a video drama that aims to sup- port the new social norms to be triggered through CLTS. One of the video drama protagonists is a “positive deviant� who will model the new behaviors and norms. One of the main findings of the pretest is that this character is not viewed as realistic. The ad agency might recommend removing the character; however, the program manager might argue that the whole point of the production is to portray new sia norms and hence the protagonist should be kept. in Indone t, campaign logo Fina l concep Meet with the ad agency to discuss ways to address these changes and remain involved in identifying possible solutions. Ad agencies can be defensive and resist revisions so continued dialogue is important. In the case of the hypothetical video drama mentioned above, the program manager and the ad agency can discuss how to make the protagonist more acceptable while retaining its function of positive role model. Re- view all changes made by the ad agency against the brief. Consider a new round of pretesting if significant changes are made. However, the scope of research questions can be diminished (for exam- ple, perhaps attractiveness has been sufficiently covered). 4.4 Production and Dissemination Production represents the final stages of getting the materials ready to use. For example, for a TV commercial this involves final copy writing, casting, shooting, editing, rendering, and duplicating onto broadcast- quality tapes. At this point, program managers might choose to stay in- volved for quality-control purposes. For audio-visual productions, this can be done by reviewing and signing off final copy and casting, attend- ing shoots, and viewing rough edits. For printed materials, quality con- trol can include proofreading as well as verifying that visual guidelines (such as brand or logo colors) are being followed. 36 Scaling Up Rural Sanitation Introductory Guide to Sanitation Marketing Developing a Communication Campaign After communication materials have been produced, they are ready to dis- seminate through various channels, including mass media and interpersonal communication (IPC). Program managers should orient implementing part- ners and stakeholders on all the campaign materials so that they are clear on their purpose and how they should be used. For example, in Indonesia, WSP oriented 29 districts from East Java on how to use the Lik Telek and other campaign materials to support the rural sanitation program. Similarly, in India, WSP oriented stakeholders from Himachal Pradesh on the purpose of the BCC materials to support TSC. Dissemination should be monitored to track reach and impact. See Section 5.4, Monitoring, for additional information. See Online Developing a Communication Campaign www.wsp.org/sanmarketingtoolkit/campaign Below is a sample of available resources. Additional resources will be added on an ongoing basis. Creative Brief for Advertising Agency (WSP) Pre-testing Communication Materials (WSP) Sample Communication Campaign Materials (WSP) Sample Communication Campaign Materials (WSP) Sample Communication Campaign Materials (WSP) www.wsp.org 37 V. Implementation Key Points Key Terms For definitions of terms, see Appendix, p. 51 5.1 Roles of Multiple Sectors ✔ The nonprofit, public, and private sectors each have roles in establishing and maintaining a sanitation marketing program. 5.2 Suggested Staffing ✔ It is important to properly staff a sanitation program from the capacity-building specialist outset. Key positions are program manager; specialists in district and regional coordinators marketing, capacity building, and monitoring and evaluation; marketing specialist and district or regional coordinators. monitoring and evaluation specialist program manager 5.3 Capacity Building ✔ As a complementary approach to CLTs, sanitation marketing experiential learning cycle requires its own resources and tools for scaling up. training delivery ✔ Key tasks in capacity building include establishing training training design standards, formulating a training strategy, recruiting skilled training management training partners, and developing training materials. training strategy 5.4 Monitoring ✔ Program managers should use various performance communication channels monitoring strategies to track progress against planned cost exposure survey activities or outputs and intended outcomes, and adjust their lot quality assurance sampling (LQAS) implementation strategy as necessary. media monitoring message recall performance monitoring spot checks 5.5 Budgeting ✔ The budget for a sanitation marketing initiative must include costs for research, advertising agency, DCC activities, and capacity building, as well as related costs, such as microfinance or grant support through partner organizations. 5.6 Procurement ✔ Implementing a sanitation marketing program at scale requires sizable contracts for research, advertising, media placement, and capacity building. 5.7 Sequencing Activities ✔ A comprehensive sanitation marketing program will take about a year to progress from the planning and procurement phase to activity launch. ✔ WSP strongly recommends maximizing synergies between CLTs and sanitation marketing activities with communication platforms. ✔ Demand and supply strengthening activities must carefully sequenced to avoid shortfalls in which supplies do not match increasing demand. 38 Scaling Up Rural Sanitation 5.1 Roles of Various Sectors There is no single model to use when implementing a sani- See Online tation marketing initiative; however, most social marketing Implementation initiatives are undertaken by the nonprofit sector or gov- www.wsp.org/sanmarketingtoolkit/implementation ernment agencies. The role of private sector collaborators is critical on many levels, but their participation is moti- vated more by sustaining a viable business than by provid- sludge removed from septic tanks) and providing the en- ing a social good. Following are some general guidelines for abling environment for the sanitation business sector (for consideration. example, reduction of prohibitive tariffs on raw materials). Over time, the public sector will likely assume additional Nonprofit or public sector. The role of the nonprofit sector, such responsibilities, such as the design of the sanitation market- as the international development community, or the public sec- ing program. tor, such as government agencies, is to design, coordinate, and monitor a sanitation marketing initiative at scale and engage the Private sector. The private sector plays a range of critical roles private sector where it has a comparative advantage. In country in helping develop and implement a sanitation marketing implementations, WSP led the development of the communi- initiative. There are two categories of private sector actors: cation campaign and supply-strengthening strategy, with local governments implementing certain parts but these areas could • those involved (usually on a contractual basis) in also be filled by other organizations or a national-level govern- developing and implementing supporting activities ment agency with the appropriate staff. such as conducting research, designing communica- tion materials, and implementing capacity-building As sanitation programs grow further in scale, WSP antici- activities; and pates that new counterparts within the various ministries • those who deliver services or products that directly might emerge, particularly for the program design phase. A contribute to improving rural sanitation (such as mi- centrally or provincially located counterpart might eventu- crofinance institutions or small-scale entrepreneurs ally lead or support the formative research process and an- who build latrines). Over time, associations, coopera- other might lead or support the development of behavior tives or other types of networks could emerge as the change communication (BCC) strategy and campaign that business sector evolves. will be implemented and budgeted through local govern- ments. For example, the communications counterpart Additionally, hybrid value chains involving social entrepre- could be the Information, Education, and Communication neurs may emerge. (IEC) cell typically found in the Ministry of Health or the Department of Rural Health Care within the Ministry of 5.2 Suggested Staffing Rural Development. Alternatively, the counterpart could be Several staff positions are vital to supporting a sanitation a working group, a cross-departmental committee or a task marketing program at scale: force. Program managers must determine early in the de- sign phase where candidate counterparts are. Within a given • Program manager. The program manager oversees the country, it might be instructive to look at how other large- day-to-day management of all the components in the scale social marketing initiatives in such areas as HIV/AIDS, framework described in Chapter 1.2. He or she is a malaria, and family planning are managed. sector professional who understands the problem’s scale in the respective country, the political environ- The public sector should play a lead role in setting and ment, the relevant private and public sector actors, monitoring standards (for example, safe disposal of the and the funding structure for rural sanitation. This www.wsp.org 39 Introductory Guide to Sanitation Marketing Implementation person can work closely with government counter- • District or regional coordinators. Unlike the special- parts to help develop a strategic vision and concrete ists, these individuals will likely be located in the action plans to implement a large-scale rural sanita- different districts or regions where implementation tion program. is taking place. These staff members play an instru- • Marketing specialist. WSP’s experience shows that mental role in coordinating capacity building and few sector professionals have a background in mar- other activities in their respective geographic areas. keting or behavior change communication, so it is They work closely with contracted firms to coordi- important to have a specialist on the team who can nate activities with local governments and service manage research and advertising agencies, interpret providers. results from formative research, develop the market- ing strategy and plan, and translate the strategy to The exact team composition will vary according to the task support agencies such as capacity-building firms. at hand, and will include one or more staff members (pro- This person should be recruited from the private gram manager, marketing specialist, and so on) as well as sector or a nonprofit social marketing organization. relevant counterparts from the government or other partner Someone with broader communications experience organization. such as corporate or public relations might not have the full skill set required. 5.3 Capacity Building • Capacity-building specialist. Similar to the market- Significant progress has been achieved in developing train- ing specialist, this person might lack experience in ing programs (and tools) for other approaches for scaling sanitation but have expertise in instructional design up rural sanitation such as Community-Led Total Sanita- and training program development. This person can tion (CLTS)44; however, sanitation marketing’s recent emer- work with short-term consultants who are content gence as a complementary approach to CLTS now requires specialists in areas such as small business manage- specific efforts to develop its own tools and resources for ment or latrine construction. This person will be in scaling up. As previous chapters have noted, sanitation mar- charge of developing and implementing the capacity- keting is a new community of practice with many lessons building strategy, and managing any contracted learned and more to come. This chapter presents sugges- firm, NGO, technical institute, or university. tions based on WSP’s experience to date. • Monitoring and evaluation (M&E) specialist. This person works with the team’s other specialists to de- Standardize Training Approaches termine what critical information needs to be mon- A training program designed to scale up sanitation market- itored to gauge whether the program is achieving ing must provide consistent, quality replication of established its intended results at the output, intermediate re- best practices. While recognizing that variability exists from sult, and outcome levels. He or she will analyze ex- context to context, the standardization of approaches or isting systems used by the government to monitor methodologies provides the foundation on which to build a sector performance, and develop and implement a strong program. In general, training standards serve to: monitoring plan that augments existing sources if required. The M&E specialist will identify the • Define a common set of expectations based on best source of information, the frequency with which practices in training to achieve greater quality; the data will be collected, and how the information • Define the criteria against which training providers will be used to make decisions. He or she will also can be evaluated; and provide the content necessary to build partners’ ca- pacity in M&E. 44 The Institute of Development Studies (IDS) has led documentation efforts for CLTS. Its manuals have been widely adapted and used in scaling up CLTS. See www.community ledtotalsanitation.org. 40 Scaling Up Rural Sanitation Introductory Guide to Sanitation Marketing Implementation • Enable governments, international organizations, implementing partners, and training institutions to support effective training for scaling up rural sanitation. Some tips to keep in mind when working with governments to develop the capacity-building strategy include: • Develop a training strategy at the program’s outset. This strategy should include a needs assessment, situation analysis, and plan. It is a comprehensive document that answers how, what, where, when, and why the training program will be designed and delivered. CLTs trigge ring in • Follow an established training methodology appropriate to the target Indon esia audience(s). The most widely used training methodology for scal- ing up rural sanitation is the experiential learning cycle, a method- ology that builds on participants’ knowledge and experience to increase information retention. • Identify quality training partners to help develop training materials, and deliver and manage trainings. Using pre-established criteria for identifying training partners can assist in this process. • Develop high-quality training materials. Materials should be easy to translate into local languages and culturally appropriate. They should include a facilitator guide, a participant manual, and training aids (such as flip charts or PowerPoint slides) for each presentation. • Develop a monitoring and evaluation program. This program should include indicators to monitor training outcomes, a plan for collecting those indicators, and a vision for what to do with the collected data. Tanzania aining in • Identify training managers. Put in place training management who Mason tr will oversee administrative and logistical issues necessary for suc- cessful trainings. Formulate a Training Strategy A training strategy is a comprehensive guide that outlines the steps and resources necessary to put a training program into action. Questions that the strategy seeks to answer include: • What are the training needs with respect to sanitation marketing? • What are the program’s purpose and objectives? • Who needs to be trained and what will they be trained to do? • Who is responsible for what part of the program? • Is the government providing resources? • Is the private sector involved? Mason • What training partners are available to design trainings as well as trainin g in In dones conduct and manage them? ia • Are there qualified training specialists? www.wsp.org 41 Introductory Guide to Sanitation Marketing Implementation • What facilities are available for training delivery? Although one person or organization might be able to un- • Who will be invited to a given training? dertake all three roles, these related but unique skill sets are • In what sequence will trainings be delivered and often found in separate entities. when? Develop Training Materials Recruit Skilled Training Partners Developing quality training materials requires both train- Once a training strategy has been developed, or concurrent ing design specialists and subject matter specialists (such to its development, you will need to recruit qualified and as in marketing or latrine construction). The training de- skilled training partners to fill three distinct roles: sign expert typically takes charge of designing the session outlines and details to be included in the facilitator guide. • Training delivery is the most common role associated Subject matter specialists take charge of putting together with trainings. It requires specific skills such as strong technical handouts to be included in a participant manual. facilitation, the ability to provide constructive feedback, Given the repurposing of these materials for different target and competence in managing groups. Many organiza- groups (for example, regional and local implementers), it is tions and/or individuals perform this function. Some best to use simple language. are polyvalent and can deliver trainings in several tech- nical areas (latrine construction, business management, After the training materials have been drafted, we strongly and so on), while others specialize in a given area. The recommend testing them before implementation. Tanzania program hired two organizations, each re- sponsible for implementing all technical aspects of the Understand Training Participants training program in separate regions. In WSP Indone- Understanding participants includes knowing their roles sia’s program, however, an institution implemented the and goals. Questions to answer include: mason training program while an NGO implemented the vendor/entrepreneur trainings. • Whose capacity are you building? The government’s? • Training design is a specialized skill requiring informa- NGOs’? The private sector’s? tion gathering, decision-making, design, and facilita- • What are you training participants to do? Build la- tion. In general, subject matter specialists (for example, trines? Market latrines? Start-up businesses? Monitor sanitation technical experts) do not make good train- a program? ing designers because they tend to begin with train- • Do you need to train people to ensure the supply of ing content instead of course design. This role requires sanitation goods or also to create demand through knowledge of the training design process and recogni- the use of BCC materials? tion that training materials must include a facilitator guide, a participant manual, and training aids, such as There are two broad categories of training participants: presentation slides or flip charts. The WSP programs in India and Tanzania recruited separate firms/indi- • Implementers will actually implement components of viduals with specific training design skills, whereas the the sanitation marketing program. The technical skills program in Indonesia has a training specialist on staff to implement these components require attention to whose responsibilities include training design. both the supply and demand sides of the market equa- • Training management includes all of the logistical re- tion. Masons/product manufacturers must be trained quirements for running the trainings, such as venue, in building the latrine products (sanitation slabs, sub- budget, and materials. Often, the same organization structure components, and so on). In some cases, they responsible for training delivery also performs the also need to know how to market their products and/ management function. In a scaling up program with or how to monitor their progress. Retailers (also re- trainings at cascading levels, procurement of an en- ferred to as entrepreneurs or vendors) must know what tity that can assure training management lifts a huge products are available, where they can procure them, burden from program managers. and how best to market them. They can benefit from 42 Scaling Up Rural Sanitation Introductory Guide to Sanitation Marketing Implementation business management skills training and monitoring. building) and intended outcomes (such as cessation of open They might also need assistance in developing seller defecation and correct disposal of children’s feces) so they can collectives,45 which can help promote their businesses. adjust their implementation strategy and plan. Key intermedi- Program managers (such as district governments) ate outcomes to monitor are changes in behavioral determi- need to know how to monitor progress and, in some nants such as improved access to sanitation suppliers. These cases, how to use sanitation budgets to implement will have been identified in the formative research phase. BCC campaigns that have been centrally developed. • Trainers will train the implementers. Trainers need The program manager can conduct performance moni- both technical skills related to the above trainings toring through a range of data collection strategies and (manufacturing, selling, marketing, managing busi- sources whose reliability and cost vary. These activities are nesses, running media campaigns, and so on) and similar to the primary and secondary research methods specific facilitation skills that allow them to conduct described in the formative research chapter (Chapter 2) high-quality trainings. These trainers must be re- and include: cruited using pre-established criteria that include field experience in the subject matter they are training on. • Activity reports. Implementing agencies, staff, or part- For example, a trainer who is to conduct a technical ners report back on key activities of interest to the pro- training on manufacturing latrine products must have gram. Being self-reported, some spot checking might field experience manufacturing those products. be required to verify their accuracy. It is generally easier to obtain data on a regular basis from agencies that have Training Models been contracted and report back on commitments/ WSP has tested several training models in different con- deliverables. Non-contracted partners might not have texts. In Indonesia, masons and retailers (or vendors and the necessary resources or incentives to do so. entrepreneurs) are separate target groups and follow sepa- • National surveys (for example, Multiple Indicator rate trainings. In Tanzania, masons also serve as retailers, so Cluster Surveys [MICS] and Demographic Health one training covers both functions. Surveys [DHS]). • National databases/Management of Information Sys- Although sanitation marketing and CLTS are a natural com- tem (MIS). WSP in India has drawn on data from bination, the training of CLTS facilitators and sanitation the Total Sanitation Campaign (TSC) to follow marketing supply actors (masons, retailers, and so on) has progress on achieving open defecation-free commu- typically been separate. Masons and CLTS facilitators may nities and other indicators. go to the same training site for an introductory session. They • Ad hoc surveys. Tracking surveys and the surveys de- then separate for specific technical training content but come scribed in formative research can be used to monitor back together for field exercises and debriefing. During the population-based indicators. field visit, CLTS facilitators stimulate demand and masons • Private sector data. Data such as sales from sanita- present technical options and take orders for follow-on visits. tion providers could help the team monitor demand It is expected that capacity-building models and approaches as well as supply strength. However, these data are will evolve over the next years as the sanitation marketing more challenging to obtain: small providers might programs scale further up and results become shared within not keep records or maintain accurate ones; larger the community of practice. providers might not share them for competitive reasons. 5.4 Monitoring Performance monitoring allows program managers to track Table 3 presents illustrative indicators of interest and pos- progress against planned activities or outputs (such as capacity sible data sources. 45 Seller collectives bring together multiple retailers to work as teams and achieve economies of scale—for example, a marketing collective can pool resources to develop more marketing tools for less money. www.wsp.org 43 Introductory Guide to Sanitation Marketing Implementation TABLE 3: INDICATORS AND POSSIBLE DATA SOURCES Indicator Comments Possible Data Sources Number of people with effective This indicator uses JMP Question 6, “Type of sanitation facility Surveys access to improved sanitation facilities used by household,� as an indication of the household’s by 2015, as defined by the Joint access to adequate sanitation. JMP criteria for improved Monitoring Program (JMP) on Water sanitation facilities are pour/flush, ventilated improved pit Supply and Sanitation (WSS) and latrine, pit latrine with slab, or composting toilet. national government standards46 Percentage of households with children The indicator directly uses JMP Question 9: Disposal of child Surveys under 3 for whom the youngest child’s feces. The indicator aims to determine what was done with the feces are disposed of safely as defined feces of the youngest child in the household when he or she by JMP most recently passed a stool. Uptake/use of centrally developed Impact of communication campaign might be limited if budget Budgets/actual materials by local governments or or uptake for dissemination of materials at local level is low. expenditures, partner partners reports, surveys Exposure to interventions If target audience is not sufficiently exposed to the intervention, Surveys intermediate outcomes (such as changes in behavioral determi- nants) may not be achieved. It is therefore important to monitor exposure to the intervention, particularly when implementation is being led by local governments or some other non-contracted partner. Quality of supply/service delivery Includes quality of toilets built, quality of service at point-of- Mystery client sur- sale, and so on veys, observations, customer surveys, field supervision reports Coverage of supply A certain minimum standard of coverage could be established Lot quality assurance as a goal (for example, at least 90% of the communes have one sampling (LQAS) accredited provider) and periodic surveys conducted to monitor coverage. Behavior change Effective use of toilets, maintenance (including cleaning) and Surveys, structured handling of children’s excreta should be monitored in addition observations to toilet construction. Concentration index Measures equity based on socioeconomic access of use of Surveys product (for example, improved facility) or adoption of a behavior (such as open defecation).47 Changes in behavioral determinants Monitors determinants identified as associated with behavior Surveys through the formative research (social norms, access to desirable products, and so on). 46 Quantitative and qualitative targets and timelines for performance indicators will be defined during the preparation process and will involve each country team. Additional, country-specific indicators might also be included and monitored at the country level. 47 World Bank (n.d.) Quantitative Techniques for Health Equity Analysis—Technical Note #7: The Concentration Index. Retrieved November 2, 2007, from www1.worldbank.org/ prem/poverty/health/wbact/ health_eq_tn07.pdf 44 Scaling Up Rural Sanitation Introductory Guide to Sanitation Marketing Implementation The team can monitor dissemination of the communica- in SaniFOAM determinants and promoted behaviors with tion component of the sanitation marketing initiative using exposure specifically to program activities. several methods. 5.5. Budgeting • Through media monitoring, third-party agencies can The cost of any sanitation marketing initiative will vary verify whether TV or radio spots are being aired ac- from country to country due to such factors as location cording to plan and billboards maintained and func- of program sites and distances among them, transporta- tional. For example, in many countries, billboards tion, and availability of support agencies. Traditionally, are dismantled for the metal’s scrap value or get dam- costs in African countries tend to be higher than those aged by severe winds. in South or Southeast Asia. Following are some costs to • Front-line workers (such as health extension workers consider: (HEWs) and sanitarians) carrying out IPC should submit field reports on their use of various materials Research costs. Costs vary depending on sample size, geographic (how many, where, and so on). area to be covered, number of population segments of interest, • When feasible, program managers should conduct and ease or difficulty of reaching the targets. Factors that will their own spot checks during their supervision trips influence research costs include sample sizes, data-collection to the field or consider hiring a consultant to do so. methods, timing, transportation costs, quality-control mea- The main purpose is to verify that the materials are sures such as double data entry, the use of computer-assisted being used as they were intended both in the short field-based data entry, and transcription when using qualita- term and over time. tive methods. To make an informed estimate, program man- • Population-based surveys can be used to track the agers should talk with in-country colleagues to get a sense of level of exposure to various communication chan- unit costs for recent work. nels and gauge message recall (the main messages taken away). Tracking surveys are quantitative sur- Advertising agency costs. Your budget for communica- veys that collect cross-sectional data to enable the tion may influence the amount and quality of attention monitoring and evaluation of key population-based from the ad agency. WSP has found that in some coun- indicators from the results framework as well as tries such as India and Indonesia, smaller agencies can variables that the program hopes to influence and be more affordable and motivated to do the work than improve. larger multinational ones. When contracting an agency, be sure to confirm the staff that will be working on the Tracking surveys allow program managers to identify the program and require the agency to inform you of staff behavioral determinants that are associated with key behav- changes and to replace staff with professionals of equiva- iors (such as open defecation or sharing) which, in turn, can lent experience. be used to fine-tune their marketing strategy. Direct Consumer Contact (DCC) event costs. DCC events tend The data gathered through each round of the study can to be relatively expensive in terms of cost/exposure. How- be presented in a set of standardized tables for segment- ever, these events can be powerful channels to reach remote ing populations, monitoring trends on key population and areas underserved by mass media. DCC events provide value service delivery indicators, and evaluating program effec- through their ability to involve local officials and service pro- tiveness. Externally, results can be used to meet stakeholder viders and interact with targeted communities through mul- information needs in terms of intervention performance tiple media (audio-visual and promotional materials). and advocacy, as appropriate. Furthermore, the surveys can include analyses that will allow program managers to Capacity-building firm costs. These firms will make up a size- not only monitor the reach of their activities among target able portion of any sanitation marketing budget because groups but also evaluate the correlation between changes they provide intensive training—some centralized and www.wsp.org 45 Introductory Guide to Sanitation Marketing Implementation some decentralized—requiring in-country travel. Labor and transportation costs Keep in Mind will comprise most of the contract costs. As a general rule of thumb, allow three to five months to procure Based on the WSP’s experience in several countries, Table 4 gives an overview of a research, communications, or costs related to firms hired to implement a sanitation marketing initiative at scale. capacity-building firm. The numbers are illustrative to provide a sense of the resources it takes to work at scale. Working in partnership with governments and other international orga- nizations, and tapping into the private sector’s growing corporate responsibility funds are potential ways to distribute costs across various actors. Other costs might need to be budgeted—for example, microfinance or grant sup- port to small businesses or provided through partner organizations. 5.6. Procurement Your organization will likely have its own procurement policies.. Before you move forward with procurement, you should conduct preliminary research on potential firms. You might be able to speak with various organizations to get a sense of prices for labor and transportation. TABLE 4: RANGE OF COSTS (IN US DOLLARS, ROUNDED TO NEAREST US$100) Tanzania Indonesia India (Target Audience (Target Audience (Target Audience Cambodia Budget Item 750,000) 1.4 million) 2.3 million) (Target Pop. 75,000) Informal assessment by short-term 32 days 48 days 50 days 60 days consultant) Formative consumer/household research $283,200 $101,400 $30,400 $15,000 (qualitative and quantitative) (one state) Marketing strategy development Performed in- Performed in- $37,000 $22,900 house by WSP house by WSP Communication campaign development $100,000 $97,000 $115,500 $7,600 Promotional items (e.g., t-shirts, posters) $15,700 $20,300 N/A; done with $35,500 state/district budgets Radio/TV air time $66,800 $103,700* N/A; done with $1,000 state/district budgets Capacity building/training, including $82,100 $143,800 $77,000 $49,400 mason training, entrepreneurial skills, and advocacy/introduction of sanitation marketing to local governments Direct consumer contact (DCC) events $110,200 N/A N/A $86,900 *The figure includes cost for print advertising. This media value is part of the JPIP Sanitation Award campaign targeting district executives. Only a limited time airing of radio spots and TV drama is included as it is intended for local governments to fund dissemination of communication tools. 46 Scaling Up Rural Sanitation Introductory Guide to Sanitation Marketing Implementation BOX 10: THE IMPORTANCE OF TOP-LINE RESULTS A common practice in market research is to request that the consultant firm present top-line results before pro- ducing a report. Top-line results are the preliminary findings that can be quickly shared through a presentation format after the initial data analysis. Top-line results present the following advantages: • They can be available shortly after data entry and sooner than a report. • They provide critical information that can be fed into program design or support other decisions. • They allow the program manager to request additional analyses and guide the final report writing. • They allow a wider team to be exposed to the findings, including implementing agencies. Experience demonstrates that implementing at scale re- you can have an individual consultant develop the study quires sizeable contracts for research, advertising, media proposal and perform the analysis and a firm carry out the placement, and capacity-building organizations. A general fieldwork and enter the data. Request a presentation of top- rule of thumb is to allow three to five months to procure line results in addition to a final report (see Box 10). a firm. This estimate includes developing a sound Terms of Reference, putting together and issuing expressions of 5.7 Sequencing Activities interest, short-listing firms, issuing request for proposals Each program’s marketing strategy and plan will determine (RFPs), allowing firms to develop their proposals, evaluat- the specific interventions that need to be developed. WSP’s ing proposals, negotiating, and contracting. However, the experience in the Global Scaling Up Rural Sanitation Proj- actual length of time needed for procurement will depend ect suggests that it will take at least 12 months to progress on specific organization or donor policies. through the planning and procurement phase to the point of launching sanitation marketing activities. A shorter time Countries where the advertising market is more mature frame might be possible if there are existing research and might have advertising agencies that specialize in mass readily available competent firms that can help design and media planning and placement. Separating the media plan- implement activities. However, to manage the expectations ning and buying and having firms compete on just those of staff, stakeholders, and donors, you should be realistic in components can result in cost savings. In some instances, your planning assumptions. the more experienced ad agencies might be in a neighboring country. This is the case in Tanzania, where most advertis- Table 5 shows a sample timeline of activities undertaken ing agencies have regional hubs in Kenya and maintain a to reach initial implementation, based on WSP’s experi- small staff in satellite offices. ence. Not shown are activities related to monitoring and to strengthening the enabling environment that will sustain Once a firm is hired, expect a ramp-up or mobilization pe- the sanitation marketing approach including identifying riod. An option to consider is to contract firms for one year and working with a counterpart, and activities to devel- at a time, but include a clause in the RFP that allows the oping the CLTS component. As such, this table reflects a award of follow-on contracts without competition if the project-like timeline within a larger program. agency’s performance is satisfactory. This strategy lets you maintain consistency, with an option to procure a different Experience shows that identifying and developing firm if the firm is underperforming. consumer-responsive products and distribution channels such as local retailers or masons might take longer than Depending on capacity or availability of consultants and stimulating demand for sanitation facilities. WSP’s ex- other considerations, program managers can opt to divide perience has been that CLTS is a powerful mechanism to the scope of work between two consultants. For example, stop the practice of open defecation and create demand for www.wsp.org 47 48 TABLE 5: SAMPLE PLANNING AND DEVELOPMENT TIMELINE Phase Activity Months 1 2 3 4 5 6 7 8 9 10 11 12 13 Start Up Hire key staff—marketing specialist; capacity building specialist; etc. Introductory Guide to Sanitation Marketing Do informal scoping of local research consultants/ advertising agencies and cost estimates Formative Procure research firm(s) Research Firm mobilizes and conducts field research Implementation (demand and Data analysis and reporting supply) Marketing Develop marketing strategy and plan (1) Strategy Develop business capacity development strategy (2) Develop mason/business training curriculum Procure firm/consultant for business development Conduct orientation and mobilization for firm Implement capacity building development activities Procure advertising and media placement agency Agency develops creative concepts, test concepts, pro- duction, launch Procure DCC firm Firm develops DCC event content and field test (1)Note this phase could take longer. If supply side research indicates that there is a lack of affordable products then more time may be needed to work with the private sector to develop an affordable product that meets the needs of the consumer and is practical for the context. For example, the Easy Latrine in Cambodia was developed because low cost existing sanitation facilities were not durable during the rainy season; therefore, the project had to inject innovation into the market. (2) Experience to date shows that rural sanitation providers are a fragmented group that would benefit from capacity building on appropriate technologies and business skills. While the supply chain research will help refine the interventions, sector knowledge can be used to initiate the process as experience shows this process takes time to develop. Scaling Up Rural Sanitation Introductory Guide to Sanitation Marketing Implementation sanitation facilities. In addition, the CLTS approach tends these discussions with government and support the decision- to be more widely understood by stakeholders than the con- making and planning processes. cept of sanitation marketing, which under the Global Scal- ing Up Rural Sanitation Project has led to demand-creation Based on our experience, we recommend to plan activities activities (using CLTS) being implemented before the Four in an integrated manner from the beginning. The capacity- Ps of the sanitation marketing strategy are fully developed. building plan for developing a cadre of CLTS facilitators at scale is no trivial task. You might be able to package the Common questions being raised by sector professionals are, CLTS capacity building with the mason training in one “How should CLTS and sanitation marketing activities be se- contract. Again the point is to think of the activities as one quenced?� or, “If it takes at least 12 months to get to the point integrated intervention in which the activities are rolled out of launching sanitation marketing activities, should you wait as closely together as possible. This requires all members to implement CLTS activities until the sanitation marketing of the team including government partners of course50 to activities are ready?� This guide does not recommend holding work together from the inception to plan the activities in back specific interventions, but WSP strongly recommends a joint manner even if there is different phasing. The more maximizing synergies between CLTS and sanitation market- cohesive the planning, the easier it will be to communicate ing activities with communication platforms. Moreover, data activities to stakeholders and the greater the opportunity from the formative research studies in Indonesia48 and Tan- for synergy among all components. zania49 suggest that the level of satisfaction with unimproved or shared facilities is relatively low; easy access to affordable Factors such as baseline sanitation coverage prior to a pro- and desirable improved facilities should ideally be in place gram can influence the sequencing and even the relative by the time CLTS occurs lest demand is created without af- weight of CLTS and sanitation marketing activities. In this fordable, user-responsive products and services being readily area and others as noted, the sanitation marketing commu- available. It is critical for the program manager to undertake nity of practice will have much to learn and share. See Online Implementation www.wsp.org/sanmarketingtoolkit/implementation Below is a list of sample resources. Additional resources will be added on an ongoing basis. Terms of Reference: Consumer Research (WSP) Terms of Reference: Marketing Coordinator (WSP) Terms of Reference: Supply Chain Analysis (WSP) 48 See Understanding Sanitation Habits, A Qualitative Study in East Java Indonesia; available in the online resources. 49 See Market Research Assessment in Rural Tanzania for New Approaches to Stimulate and Scale up Sanitation Demand and Supply; available in the online resources. 50 See Section 5.2 for more information on team composition. www.wsp.org 49 Introductory Guide to Sanitation Marketing Appendix: Glossary and Acronyms Appendix: Glossary and Acronyms acceptability degree to which target audience likes or branding developing a name for a product that dislikes campaign materials reflects its benefits and aspirations in- accreditation process by which suppliers or other ac- stead of its features or technology op- tors are trained, certified, and monitored tions; encourages customers to ask for to ensure they meet national standards a product by name advocacy activities activities designed to increase support broadcast-quality video or audio recording of a quality of an idea or cause suitable for broadcasting affordability ability to bear the cost of a product or business organize or manage entire supply chain service aggregators ARI Acute Respiratory Infection capacity-building manages the capacity-building process specialist including needs assessment, develop- at scale thinking big from the beginning to plan ment of strategies and plans, design interventions that can be replicated ef- and implementation of interventions to fectively and efficiently across an entire improve performance, and monitoring country and evaluation attractiveness degree to which campaign materials casting selecting individuals for roles in a com- are appealing to target audience mercial or video drama availability supply of a product in a given market CLTS Community-Led Total Sanitation backward research a research approach in which the re- communication strategies to communicate campaign searcher starts with a clear idea of what channels messages and materials to target audi- decisions the data will support, and then ence; options include mass media, in- designs and implements the research ef- terpersonal communications, and direct fort to obtain this supporting information consumer contact events basic frequencies common characteristics in a collection communication broad directions for communication of data concepts campaign, providing guidance for exe- BCC behavior change communication cution of each element; based on for- behavior change strategic use of communication to pro- mative research communication mote positive health outcomes; based communication TV commercials, video dramas, flyers, on proven theories and models of be- products billboards, etc., intended to convey a havior change message behavioral factor that facilitates or inhibits a be de- Community-Led methodology to mobilize communities terminant havior among a target population; can Total Sanitation to take action to eliminate open defeca- be internal (beliefs about feces) or ex- tion and become open defecation free ternal (sanctions for open defecation) comprehension degree to which target audience under- brand name, term, sign, symbol, or design stands messages communicated used to identify the manufacturer or through campaign materials supplier of a product or service www.wsp.org 51 Introductory Guide to Sanitation Marketing Appendix: Glossary and Acronyms contact report a report that summarizes discussion experiential methodology that builds on the knowl and agreements that took place during learning cycle edge and experience of participants to a meeting increase retention of information cost amount of monetary or nonmonetary exposure survey population-based survey conducted to value used to produce or purchase a track the level of exposure to communi- product or service cation channels and gauge message counseling cards used to facilitate discussions between recall; also known as tracking survey a counselor and target audience; typi- fieldwork report document summarizing fieldwork tim- cally include illustrations on one side ing and implementation, highlighting and question prompts on the reverse any circumstances that could influence creative brief reference document developed for ad interpretation of results agency that specifies target popula- fixed-point defecating in constructed toilets tions, behaviors, and communication defecation objectives for campaign, based on for- focus group moderator guides a small group of par- mative research; lays the foundation for discussion ticipants through a series of topics; par- the design of the communication cam- ticipants often share one or more paign; also known as ad agency brief, characteristic such as age group, gen- communications brief der, or sanitation status DCC direct consumer contact formative research conducted during program development demand product design that incorporates fea- to assess current sanitation behaviors, responsive tures and benefits desired by target behavioral determinants, and the types of population; formative research and de- sanitation products and services needed; mand-side analysis can be used to may include a combination of quantita- identify demands tive, qualitative, primary, and secondary DHS Demographics and Health Surveys methods; findings should inform the in- tervention on a continuous basis direct consumer community events that communicate contact key behavior change messages using four Ps core of marketing initiatives, includes entertainment-education approaches product, price, place, and promotion; also known as marketing mix district and coordinates capacity building, promo- regional tion, and other activities within geo- franchising standardize certain aspects of a busi- coordinators graphic area; works closely with ness such as branding or price to cre- contracted firms to coordinate activities ate efficiencies and support scaling up with local governments and small-scale frontline provider person offering supply of sanitation service providers goods and/or services to households; distribution also referred to as place; movement of also known as supplier or point of sale products to providers, making them HEW health extension workers available for purchase by consumers higher-level goals outcomes or intermediary outcomes dummy table illustrative sample that show variable HWWS Handwashing with Soap names and statistical measures; do not IDE International Development Enterprise include data; also referred to as mock table identification degree to which target audiences feels the campaign is relevant to them entertainment- an approach to presenting information education that both entertains and conveys a IEC Information, Education, and message Communication 52 Scaling Up Rural Sanitation Introductory Guide to Sanitation Marketing Appendix: Glossary and Acronyms in-depth interview one-on-one interview with key infor- different segments of the population (IDI) mant, stakeholder, or member of target may have different needs, preferences, population; useful to obtain sensitive, willingness to pay, and other factors complex, or detailed information or mass media mode of communication that reaches a when there is no benefit in having par- large audience (newspaper, TV, etc.) ticipants interact MDG Millennium Development Goals interpersonal two-way communication in small media monitoring use of a third-party agency to verify that communication group settings or one-on-one during TV or radio spots are being aired ac- which a researcher can ask questions cording to plan and billboards are main- and clarify answers; suitable for skill tained and functional building and for joint problem-solving message recall main messages remembered or taken IPC interpersonal communication away by target audience after exposure JMP Joint Monitoring Program to communications campaign key informant qualitative research method used to MICS Multiple Indicator Cluster Surveys interview collect information from decision mak- MIS Management Information System ers, community leaders, technical ex- perts, and others on topics such as modularization product design allowing for upgrades target markets, competitors, and po- over time as customer needs and bud- tential strategies get evolve lot quality research method in which small ran- monitoring and determines information that needs to assurance dom samples of the target population evaluation be monitored to gauge program sampling are surveyed to provide information specialist achievement at output, intermediate, useful to local managers and outcome levels; assesses existing monitoring systems and develops and LQAS Lot Quality Assurance Sampling implements a plan to augment if marketing mix core of marketing initiatives, includes required product, price, place, and promotion; NGO nongovernmental organization also known as the Four Ps observation nonparticipative study of houses, facili- marketing plan document detailing how marketing strat- ties, and community spaces to inform egy will be implemented, by whom, when, sanitation and hygiene practices and at what cost, within a one to two year timeframe; includes action plans, budget, ODF open defecation free research and monitoring plan; may in- open defecation defecating outside, usually in a natural clude lower-level goals or outputs environment marketing manages research and advertising open defecation full sanitation coverage, with no open specialist agencies, interprets results from forma- free defecation occurring in the community tive research, develops marketing strat- outcomes likely or achieved short-term and me- egy and plan, and translates the dium-term effects of an intervention’s strategy to support agencies such as outputs advertising and capacity-building firms outputs products resulting from an intervention; marketing strategy a process through which an organiza- can also include changes resulting from tion plans to achieve its overall market- the intervention which are relevant to ing goals the achievement of outcomes market a marketing approach that recognizes performance systematic and periodic review of prog- segmentation that markets are rarely homogenous; monitoring ress against outputs and intended www.wsp.org 53 Introductory Guide to Sanitation Marketing Appendix: Glossary and Acronyms outcomes; data is used to refine imple- includes focus groups, in-depth inter- mentation strategy or activities views, key informant interviews, and in- persuasion degree to which campaign materials formal assessments can convince, influence, or persuade quantitative approaches designed to sample a large the target audience research methods cross-section of the population; typi- place where a product or service is sold or cally use a structured and standardized obtained, and the means and channels research instrument; includes intercept through which it is distributed. Place is surveys commonly referred to as distribution research objective main reasons for doing a study; an- pre-test an initial test of a survey instrument; swers the question, “Why do this conducted with a small sample of the study?� target population to ensure that the research purpose main goals for a study; answers the participants understand the questions, questions, “How the results be used? that the skip patterns work, and that the What decisions will the results interview is not too long, etc. support?� pre-testing test campaign elements with sample research question specific questions the researcher seeks of target audience; factors to consider to answer include comprehension, attractive- results framework logic chain; shows how program goal ness, acceptability, identification, and or goals will be achieved; includes persuasion causal relationships and underlying price monetary or nonmonetary cost to target assumptions audience for a product or service rough edits preliminary or unfinished version of a price elasticity responsiveness of suppliers to changes communication product in consumers’ willingness to pay a cer- SaniFOAM a conceptual framework (Sanitation tain amount for a product, and of con- Focus, Opportunity, Ability, Motivation) sumers to changes in price designed to help program managers and primary research data collected for the first time implementers analyze sanitation behav- data iors to design effective sanitation product a physical item or a service that meets programs a particular need within the target mar- sanitation ladder tool for tracking improvement in sanita- ket; can also refer to a desired tion coverage in step-wise increments behavior from open defecation to a safe, hy- program manager person responsible for managing and gienic, and enclosed latrine implementing rural sanitation program; sanitation application of social marketing prac- may be affiliated with a government or- marketing tices to scale up the demand and sup- ganization, bilateral or multilateral ply for improved sanitation, particularly donor or national non-governmental among the poor organizations sanitation supplier providers of materials for building la- promotion persuasive communications designed trines, such as hardware stores, as well and delivered to inspire target audience as sanitation-related services, such as to action pit emptying qualitative approaches designed to gain an in-- secondary data collected for another purpose at research methods depth understanding of a given situa- research data an earlier point in time; also known as tion, behavior, attitudes, beliefs, etc.; secondary data or desk research 54 Scaling Up Rural Sanitation Introductory Guide to Sanitation Marketing Appendix: Glossary and Acronyms skip pattern survey research instrument design in (offset, lined pit), what is on the surface which irrelevant or inappropriate ques- (a slab), and what is above the ground tions are filtered and omitted (the superstructure) smart subsidies subsidies that are targeted to a particu- top-line results preliminary results lar population training delivery facilitation of training events based on a social drivers pressures within a society, such as sta- training design; requires strong com- tus, that motivate members of that so- munication and mentoring skills and the ciety to act in a certain way ability to guide learning as a process social marketing process for creating, communicating, training design process by which instructional inter- and delivering benefits that a target ventions are planned using experiential population desires in exchange for and participatory learning approaches; adopting behavior that profits society includes setting training objectives, de- social norms implicit or explicit standards for behav- signing training sessions, and develop- ior, set by and for members of a social ment of training materials; also known group; includes descriptive norms, as training strategy what is typically done in a setting, and training logistic components to support a train- injunctive norms, what is approved in a management ing; includes venue, budget, staffing, society transportation, schedule, materials, etc. spot-check unannounced or ad hoc supervision of training strategy process by which instructional inter- a program activity; not formally ventions are planned using experiential scheduled and participatory learning approaches; standardization application of uniform specifications, includes setting training objectives, de- criteria, methods, processes, or prac- signing training sessions, and develop- tices to product design, production, ment of training materials; also known promotion, etc. as training design study protocol reference document that includes the TSC Total Sanitation Campaign study background, purpose, research UNICEF United Nations Children’s Fund objectives and questions, and data col- WASH Water, Sanitation, and Hygiene lection methods; should discuss sam- WHO World Health Organization ple size and other technical details WSP Water and Sanitation Program technology options parts of a product that are not visible; for example, what is below the ground WSS Water Supply and Sanitation www.wsp.org 55 By Jacqueline Devine and Craig Kullmann Today, 2.6 billion people live without access to improved sanitation. Of these, 75 percent live in rural communities. To address this challenge, WSP is working with governments and local private sectors to build capacity and strengthen performance monitoring, policy, �nancing, and other components needed to develop and institutionalize large-scale, sustainable rural sanitation programs. With a focus on building a rigorous evidence base to support replication, WSP combines Community-Led Total Sanitation, behavior change communication, and sanitation marketing to generate sanitation demand and strengthen the supply of sanitation products and services, leading to improved health for people in rural areas. For more information, please visit http://www.wsp.org/scalingupsanitation. This Toolkit is one in a series of knowledge products designed to showcase �ndings, assessments, and lessons learned through WSP’s Scaling Up Rural Sanitation program. It is conceived as a work in progress to encourage the exchange of ideas about development issues. For more information please email Jacqueline Devine at wsp@worldbank.org or visit www.wsp.org. WSP is a multi-donor partnership created in 1978 and administered by the World Bank to support poor people in obtaining affordable, safe, and sustainable access to water and sanitation services. WSP’s donors include Australia, Austria, Canada, Denmark, Finland, France, the Bill & Melinda Gates Foundation, Ireland, Luxembourg, Netherlands, Norway, Sweden, Switzerland, United Kingdom, United States, and the World Bank. WSP reports are published to communicate the results of WSP’s work to the development community. Some sources cited may be informal documents that are not readily available. The �ndings, interpretations, and conclusions expressed herein are entirely those of the author and should not be attributed to the World Bank or its af�liated organizations, or to members of the Board of Executive Directors of the World Bank or the governments they represent. The World Bank does not guarantee the accuracy of the data included in this work. The material in this publication is copyrighted. Requests for permission to reproduce portions of it should be sent to wsp@worldbank.org. WSP encourages the dissemination of its work and will normally grant permission promptly. For more information, please visit www.wsp.org. © 2012 Water and Sanitation Program