The U.S. Food and Drug Administration is using a classic example of “fear appeal” to change the behavior of smokers.
Fear appeals use threats of highlight the negative consequences of not heeding the warning to change attitude and/or behavior. Remember the “Brain on Drugs” campaign back in the ’90s, where a fried egg represented the damaging effects of drugs on teenagers’ brains?
Or maybe you remember this “Don’t Drink and Drive” fear appeal:
Now the government is rolling out new and more graphic warning labels on cigarette packs that aim to show the dangers of smoking through images such as a diseased lung, a smoker wearing an oxygen mask and an emaciated cancer patient. You can view them on the FDA site.
According to USA Today, the new labels represent the most sweeping anti-tobacco effort since the surgeon general’s warning became mandatory on cigarette packaging in 1965. In addition to the grisly images, cigarette marketers also will be required to place 1-800-QUIT-NOW numbers on new packaging, the newspaper said.
“The goal: Slash consumption among the nation’s 43 million smokers and prevent millions more, especially teens, from ever starting.”
But will this particular fear appeal work?
Fear appeals are advertising messages that attempt to create anxiety in the targeted audiences to adopt a recommended response to the threat. Such fear-based advertisements are widely used in health-related communication situations such as health promotional campaigns and social marketing advertising. The American Cancer Society’s “My Sister Accidentally Killed Herself” ad is one example.
While ads using fear appeal can be effective, as previous campaigns have shown, inappropriate use could also cause consumers to refuse to give their attention to and turn away from such advertisements when they feel intimidated, or even irritated.
Not surprisingly, tobacco companies oppose the new labels. It’s interesting that opposition also is coming from the Association of National Advertisers (ANA) and the American Advertising Federation (AAF) who are concerned it could “set a very dangerous precedent for all other marketers – that the government can tell companies what they must say and portray in their advertising,” according to the ANA.
What do you think – will these labels influence your decision to smoke? Do the advertising groups have a good point, or do you think their opposition stems from something else?
How do you determine whether your marketing, communication or PR efforts are working? You track and measure results, right? But what if you don’t have specific objectives to measure? Then whether or not things are truly working is just a guessing game.
I’m surprised by the number of “plans” that I’ve seen that lack measurable objectives or any stated plan for measurement, and I’m continually amazed that CMOs and CEOs accept these from their internal staff or outside agency.
Objectives should be specific, measurable, achievable and challenging. Many marketers make the mistake of having directional objectives such as “increase brand visibility” or “generate new leads” or “increase name recognition.” The problem with these kinds of vague objectives is there’s no way to tell when they’ve been achieved or even if they have that there’s been any worthwhile impact. For example, does a 1 percent increase in name recognition achieve the objective “increase name recognition”? I suppose that there was any increase would mean that it does, but in most cases a 1 percent increase isn’t significant enough to satisfy management – especially when you weigh this against what was spent to achieve the 1 percent increase.
Setting measurable objectives means assigning numbers, for example:
- “Increase name recognition by 10 percent”
- “Increase target market online sales 25 percent”
- “Capture 15 percent market share in the IT conference segment”
- “Increase blood supply by persuading 35 percent of non-donors to donate blood for the first time”
Moving objectives from generic and vague to specific and measurable makes accountability possible and gives a more realistic picture in terms of results.
If you’re being presented with plans that don’t have measurable objectives laid out, at the very least, send them back and ask for revisions.