Context

Research shows that behaviour change campaigns (BCC) have the ability to shift social norms and behavioural traits in a target segment. The campaigns aim to communicate the value and opportunity within the desired behaviours, without needing to have direct intervention. Money Advice Service recognised that BCCs represent an opportunity to support their goal in improving the British population’s financial capabilities. There are distinct social and economic behaviours that would ensure, or at least promote these financial capabilities.

The study

Money Advice Service commissioned a partnership of four researchers to investigate learning from BCCs, to give evidence, direction and momentum if they decide to use a BCC in the future. The report provides information on how behaviour change campaigns could be used to promote the financial capabilities of people. The researchers began the study by searching for both successful and unsuccessful campaigns to draw lessons from. They used a range of research material gathered from different sources, including databases, academic journals, trade journals, company reports, government reports and media publications. The study then focused on the learning from five BCCs, to provide 11 key lessons for Money Advice Service to use in the future.

Key findings

The eleven key lessons are as follows:

• If the target demographic for the BCC is young people aged between 12 and 18, then using humour and high-stimulation entertainment will cause a higher level of recall and action.
• For this age group, the BCC will be less effective if it instructs people to alter their behaviour, and more effective if it lets them believe that they came to the conclusion and behaviour change by themselves.
• If there is a spread of demographics within the target audience, then homogenous messages will not be that persuasive. Tailoring content and message delivery to the specific cognitive and behavioural attributes of a group is more effective than material that only accounts for demographic characteristics.
• If the target demographic for the BCC places a high value on self-worth, then the campaign should tap into the human desire for social approval, and capitalise on this (for example, utilising peer networks).
• If the target group is unrealistically optimistic, then the BCC should focus on moderating their optimism.
• If the target group does not acknowledge (or is not aware of) the issue that is motivating the campaign, then a BCC should embed diagnostic questions and plausible scenarios within the message.

• If there are competing messages from the social/economic environment, then the BCC should present a message that acknowledges that the competition has certain attractive aspects, but then reduces their significance. However, this approach is more successful if the target audience members are knowledgeable about the topic, can perceive manipulative effects from the competition, or are already aware of the pro-arguments.
• In addition, in cases where there are competing messages from the social/economic environment, then the campaign should supplement direct methods of behaviour change with additional indirect methods. However, this requires significant resources and collaboration across stakeholders, especially if the counter argument is well-funded.
• If the target segment has existing habits that conflict with the intended outcome of the BCC, then the campaign should first target those who have already experienced a disruption or change of context around these existing habits.

• If the BCC intends to highlight the issue’s potentially harmful consequences, then it should have a ‘fear appeal’ that emphasises susceptibility rather than severity. The BCC’s message should emphasise the probability of consequences, be applicable to the target audience, and depict a more likely outcome.
• If the intended behaviour is simple, or if the target demographic is broad and diverse, then the BCC should link intended behaviours with a widely assumed pre-existing habit to instigate a new action.

Points to consider

• The findings are based on the findings of five case studies, not in the area of financial capability. While there are interesting lessons about running BCCs, it is unclear whether these lessons will work in the financial inclusion sector.