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SOCIAL MARKETING:CHANGING BEHAVIOURSAND REVERSING TRENDS.THE MARKTH!NK WAY

TITLE

Social Marketing: Changing Behaviours and Reversing Trends.The Markth!nk Way.

AUTHORS

José Álvaro SilvaPaula Pinto de Almeida

Sandra Gomes

TRANSLATED BY

Jean A. BurrondsJoão-Paulo Galvão

ISBN

989-8034-06-8

LEGAL DEPOSIT

243697/06

COORDINATED BY

Núcleo Regional do Centroda Associação Portuguesa de Paralisia Cerebral

GRAPHIC DESIGN

FBA.

CONTENTS OF TABLES 9

CONTENTS OF FIGURES 10

CONTENTS OF CHARTS 11

ACRONYMS 13

INTRODUCTION 15

PART I

BACKGROUND OF SOCIAL MARKETING CONCEPT

1 CONCEPT OF SOCIAL MARKETING 191.1 Origins of the concept 191.2 Quest for a consensual definition - change in behaviour 241.3 Social Marketing versus Commercial Marketing: synergies and entropies 29

1.3.1 Marketing for and not for, profit 311.3.2 The importance of the concepts of exchange and markets 33

1.3.2.1 The three-dimensionality of the exchange concept 331.3.2.2 The functioning of the markets 35

1.4 Marketing Social within not-for-profit Marketing 14

2 CONDITIONS FOR THE DEVELOPMENT OF MARKETING IN PORTUGAL 432.1 Growing importance of the Third Sector 432.2 Changing values: post-materialism demand 462.3 The late emergence of the consumer society in Portugal 482.4 The inevitability of the social responsibility of organizations 48

3 THE CURRENT STATE OF SOCIAL MARKETING 51

PART II

THE MARKETING PLAN APPLIED TO SOCIAL PROJECTS– POTENTIALITIES

1 THE APPLICATION OF A MARKETING PLAN TO SOCIAL PROJECTS 57

CONTENTS

6 SOCIAL MARKETING

PART III

CASE STUDY – MARKTHINK PROJECT

EXECUTIVE SUMMARY 63

METHODOLOGY 65

1 INTERNAL ANALYSIS OF THE PROJECT 671.1 Domain of Activity of the Markthink Project 671.2 Markthink Project 68

1.2.1 The International Logic of the Project 681.2.2 The Local Logic of the Project 681.2.3 Equal Actions and PD Actions 69

1.2.3.1 Equal Actions 691.2.3.2 PD Actions 71

1.2.4 The organizational structure and organization of the work 711.2.5 Planning 74

1.2.5.1 Capacity of the Development Partnershipfor Management, Change and Responsibilities 74-75

1.3 The Service 761.4 Client Portfolio 76

1.4.1 Profile of client 1 761.4.2 Profile of Client portfolio – Client 1 77

1.5 Financial Resources 781.6 Human Resources 791.7 Physical Resources 84

1.7.1 Aveiro and Coimbra District 841.7.2 Quinta da Conraria 841.7.3 Facilities and Partners’ Resources 86

2 EXTERNAL ANALYSIS OF THE PROJECT 872.1 Equal 87

2.1.1 Equal Projects 882.2 Analysis of the Market 90

2.2.1 Situation of People with Special Needs in the Labour Market 902.2.2 Satisfying Demand and Market Concentration 922.2.3 Degree of Market homogeneity 932.2.4 Difficulty of penetrating Market 93

2.3 Analysis of the Competition 942.3.1 National/European Competition 942.3.2 Profile of Competition 94

2.4 Consumer Profile expected by the Project 962.4.1 Disabled Persons with additional employability problems 96

2.4.1.1 Needs of disabled persons 962.4.1.2 Difficulties in the Labour Market 972.4.1.3 Maslow Pyramid – Disabled People 97

7CONTENTS

2.4.2 Employers/Firms 982.4.2.1 Business sectors in the Centre Region 992.4.2.2 Employers/Firms Vs Disabled Persons 992.4.2.3 Maslow Pyramid – Employers 1002.4.2.4 Employers’ assessment of the performance of disabled

persons 1012.5 Community 102

2.5.1 Aveiro District 1022.5.2 Coimbra District 102

2.6 Macroenvironmental Analysis 1032.6.1 Legal Rules 1032.6.2 Demographic Factors 104

2.6.2.1 Disabled Population in Portugal 1042.6.2.1.1 Regional Distribution of Total and Disabled

Population 1042.6.2.1.2 Situation according to the sexes of Portugal’s

disabled Population 1052.6.2.1.3 Situation according to the ages of Portugal’s

disabled Population 1052.6.2.1.4 Conditions relating to work, for Portugal’s

disabled Population 1062.6.2.1.5 Chief means of support of Portugal’s disabled

Population 1062.6.2.2 Disabled Population in Coimbra and Aveiro Districts 107

2.6.2.2.1 Number of Disabled People 1072.6.2.2.2 Composition of Families 107

2.6.3 Macroeconomic Factors 1082.6.4 Political-legal Framework 110

2.6.4.1 European Year of People with Disabilities 1102.6.4.2 European Strategy for Employment 1112.6.4.3 Action Plan for Inclusion in 2002 111

3 DIAGNOSIS OF CURRENT SITUATION 1133.1 Analysis of Internal Strategic Factors 1133.2 Analysis of External Strategic Factors 1143.3 SWOT Analysis 115

4 STRATEGIC GOALS 1174.1 Forecast Studies 1174.2 Mission 117

4.2.1 Definition of Project Mission 1174.3 Strategic Goals 1184.4 Factors Crucial to Success 119

5 MARKETING STRATEGIES 1215.1 Segmentation Strategy 121

8 SOCIAL MARKETING

5.1.1 Choice of chief segmentation criteria in the creationof employability conditions 1215.1.1.1 Characteristics of each criterion 1225.1.1.2 Choice of segmentation criteria 1245.1.1.3 Segmentation itself 1255.1.1.4 Description of segment obtained 126

5.1.2 Choice of chief criteria for employment stimulation 1285.1.2.1 Characteristics of each criterion 1295.1.2.2 Choice of segmentation criteria 1305.1.2.3 Segmentation itself 1315.1.2.4 Description of segment obtained 132

5.2 Definition of Marketing Policy 1335.2.1 The Ansoff Matrix 1335.2.2 Michael Porter’s Generic Strategies Model 134

5.3 Positioning of the Project 1345.3.1 The two perspectives of the Project’s positioning 1345.3.2 Choice of distinctive features 1365.3.3 Criteria for choosing a different line 136

6 MARKETING ANALYSIS 1376.1 Description of the Service 137

6.1.1 Services 1376.1.2 Product/Service Policy 138

6.1.2.1 Nature of the Service 1386.1.2.2 Classification of the Service 1446.1.2.3 Positioning of the Service 147

6.1.3 Innovative aspects of the Service 1476.2 The Cost 149

6.2.1 Cost strategy 1506.3 Availability 151

6.3.1 Possible Channels for Service Provision 1526.3.2 “Provision Strategy” 153

6.4 Communication 1536.4.1 Communication Programme 1536.4.2 Investments Above and Below the line 1576.4.3 Visual Identity of the Project 1586.4.4 Communications media 1596.4.5 Function of Project Communication 160

6.5 The People 1606.5.1 People Where to Operate? 160

6.6 Processes 1636.7 Physical Back-up 163

7 OPERATIONAL GOALS 1657.1 Financial Goals 1657.2 Marketing Goals 165

9CONTENTS

8 ACTION PROGRAMMES 1698.1 Responsibilities/Bodies involved/Execution times 1708.2 Calendarization of Activities 176

8.2.1 Calendarization of Services and Creation of Tools 176

9 BUDGET 179

10 MONITORING AND ASSESSMENT SYSTEM 18110.1 Monitoring and Control Mechanisms 18110.2 Assessment Mechanisms 18510.3 Contingency Plan 188

CONCLUSION 191

REFERENCES 195

WEBLIOGRAPHY 201

TABLES

PART ITable 1 – Some recent definitions in the concept of Social Marketing 24-25Table 2 – Dimensions of management of Cause-related Marketing 40-41Table 3 – Number of NGOs 43

PART IITable 1 – Phases of marketing plan 58-60

PART IIITable 1 – Summary of Domain of Activity 67-68Table 2 – Development Partnership Actions 71Table 3 – Responsibilities of Partners 74Table 4 – Sources of funding for Action 2 79Table 5 – Results of Balance of Competences vis-à-vis the partners 80-83Table 6 – Physical Resources/Quinta da Conraria/Quinta Pedagógica 84Table 7 – Physical Resources/Quinta da Conraria/Quintinha Biológica 85Table 8 – Physical Resources/Quinta da Conraria/Quinta Aventura 85Table 9 – Allocation of the DP by country and theme 88-89Table 10 – Chief potentialities and limitations of the competition 95-96Table 11 – Sectors and Number of Groups in the Centre Region 99Table 12 – Total population disabled and with a degree of incapacity 104Table 13 – Total population and with a disability and rates of disability 105Table 14 – The chief means of support of disabled people in Portugal 106Table 15 – Economic Forecasts – Corresponding change rates, as % 109-110Table 16 – Mission Statement 117Table 17 – Strategic Goals of Project 118Table 18 – Factors Crucial to Success 119Table 19 – Chief Segmentation Criteria – Employability 121

1 0 SOCIAL MARKETING

Table 20 – Sex and Age Group of the Population 123Table 21 – Choice of segmentation criteria 124Table 22 – Market Segmentation 125Table 23 – Definition of Segment 1 125Table 24 – Characterization of Sample 127-128Table 25 – Chief segmentation criteria 129Table 26 – Choice of segmentation criteria 130Table 27 – Market Segmentation 131Table 28 – Definition of Segment 2 131Table 29 – Support Services (goods) 141Table 30 – Training Modules for Disabled People (and for Technicians) 143Table 31 – Cost of the Service 149Table 32 – Availability of Markthink 151-152Table 33 – Means of Communication 159Table 34 – Project Personnel 160-161Table 35 – Symbolic Paths 163Table 36 – Strategic Goals of Project Vs Operational Goals 167Table 37 – Action Plan 169Table 38 – Training 170Table 39 – (Re)Integration 171Table 40 – Creation of Tools 171Table 41 – Information/Communication 172Table 42 – Communication with Disabled Clients 172Table 43 – Communication with Employer Clients 173Table 44 – Communication with General Public 174Table 45 – Calendarization of Services and Tools 176Table 46 – Calendarization of Communication 177Table 47 – Budget Allocation 179Table 48 – Monitoring and Control of Training Service 181Table 49 – Monitoring and Control of (Re)Integration Service 182Table 50 – Monitoring of Tool Creation 182Table 51 – Monitoring of Communication/Information 183Table 52 – Control of Marketing Plan 184Table 53 – Assessment of Efficiency of the Training Service 185Table 54 – Assessment of Efficiency of the (Re)Integration Service 186Table 55 – Assessment of Efficiency of Tool Creation 186Table 56 – Assessment of Efficiency of Communication 187Table 57 – Contingency Plan for Services 188-189

FIGURES

PART IFigure 1 – The battle in the adoption of behaviours 28Figure 2 – Key changes in the context of the Social Marketing propositions 31Figure 3 – Exchange in the sphere of Social Marketing 35Figure 4 – The Spectrum of Social Marketing 38

1 1CONTENTS

PART III

Figure 1 – Organigram of the Markthink Project 69Figure 2 – Equal Actions and DP Actions 70Figure 3 – Organigram of the Action 2 – DP Work 73Figure 4 – Maslow Pyramid – Disabled Persons 98Figure 5 – Maslow Pyramid – Employers 100Figure 6 – Order of Criteria 125Figure 7 – Order of Criteria 131Figure 8 – “Sorting Service” 135Figure 9 – “Golden triangle of positioning” 136Figure 10 – Functioning of Markthink Project’s Service(s) 138Figure 11 – (Re)Integration Process 140Figure 12 – Markthink Channels 152Figure 13 – Message Transmission Phases 155Figure 14 – Function of Project Communication 160Figure 15 – Marketing Goals 165

CHARTS

Chart 1 – Type of disability by person 77Chart 2 – Distribution of people with some incapacity/disability

in the Coimbra and Aveiro Districts 107Chart 3 – Composition of Families, with one or more disabled persons,

in the Coimbra and Aveiro Districts 108Chart 4 – Educational Qualifications of the Population 126Chart 5 – Training Courses 127Chart 6 – Total number of firms by Sector of Activity – Districts of Coimbra

and Aveiro 132Chart 7 – Number of firms by Sector of Activity and District – Coimbra

and Aveiro 133

ACRONYMS

ANEFAANEFAANEFAANEFAANEFA National Agency for Adult Education and TrainingAESFAESFAESFAESFAESF Analysis of External Strategic FactorsSENSENSENSENSEN Special Educational NeedsAISFAISFAISFAISFAISF Analysis of Internal Strategic FactorsBCBCBCBCBC Balance of CompetencesECECECECEC European CommissionCnesCnesCnesCnesCnes Disabled personsST/MT/LT Short Term/Medium Term/Long TermLEILEILEILEILEI Labour EuroIndexESFESFESFESFESF European Social FundNRC/APPCNRC/APPCNRC/APPCNRC/APPCNRC/APPC Centre Region Unit/Centre Region Cerebral Palsy AssociationDPDPDPDPDP Development PartnershipCSFCSFCSFCSFCSF Chief Strategic FactorsNAPINAPINAPINAPINAPI National Action Plan for InclusionNEPNEPNEPNEPNEP National Employment PlanPsnsPsnsPsnsPsnsPsns People with special needsSAMESAMESAMESAMESAME Social Accountability, Multiplier Transnational Development

Partnership AgreementNSRIDPNSRIDPNSRIDPNSRIDPNSRIDP National Secretariat for the Rehabilitation and Integration

of Disabled PeopleCACACACACA Competitive Advantages

INTRODUCTION

This publication is the outcome of work carried out bythe authors under the “Markthink – Investors in Spe-cial People” Project, funded by the EQUAL programme,whose mission may be translated as “To promote con-ditions of full integration for people with disabilities”.

In the context of Social Marketing, and from thestandpoint of improving understanding in this areaof knowledge in Portugal, the IDIM – Institute forDevelopment and Research in Marketing – a partnerinvited by the NRC/APPC, the promoter of the project,intends to develop this sphere of research with theaim of creating tools that can be disseminated.

This work gives a succinct account of some reflec-tions, and some of the developments achieved by theauthors during the period of collaboration in this part-nership – 2001-2004.

This book is meant, on the one hand, for marketingprofessionals and students who may be interested inthis new area of knowledge. On the other hand, it isfor professionals working in not-for-profit organiza-tions, to give them some understanding of the poten-tialities of applying social marketing, either in theirown organizations or in actions carried out by themon their target publics.

It is without any doubt an interesting project,which is demonstrated both by its experimental na-ture and by the creation of tools that can be appliedin subsequent projects of a social character. It willexpand our strategic knowledge and experience of theemployability of disabled people, thus bringing ben-efits to the publics at whom it is aimed.

PART I

BRIEF BACKGROUND OF THE CONCEPTOF SOCIAL MARKETING

1 CONCEPT OF SOCIAL MARKETING

Everything seems to have started with a questionposed in the early 1950s by a sociologist, Wiebe (citedin Glenane-Antoniadis, et.al. 2003): “Why can’t yousell brotherhood like you sell soap?”. This questionmight even have inspired Kotler to propose a broaderview of marketing towards the end of the 1960s. Thisopened the discussion on the issue, and in the early1970s the concept of social marketing was advancedfor the first time.

We may separate the reasons for the emergenceof social marketing, at the beginning of the 1970s,into two types: those internal to the developmentof the discipline; and the external, which are mostlyrelated to reasons of a socio-cultural and economicnature.

• Internally, the end of the ‘60s saw the end of aheated argument in the pages of the respectedJournal of Marketing on the epistemological reachof the concept of marketing (developed below).

• Externally, it came into being as a way of re-sponding to the appearance of new social move-ments, in particular new consumer movements,especially in the US, Canada, and certain coun-tries in North and Central Europe, Australia,New Zealand and Japan.

How did this (the latter) phenomenon end up by havingan impact on the internal discussion on marketing and onthe emergence of social marketing?

1.1Originsof the concept


The consumer movement, inaugurating what isknown as ‘consumerism’ (see sub-chapter 2.3) tookthe marketing theoreticians and businessmen by sur-prise. These groups had, in fact, adopted the conceptof consumer satisfaction as a slogan. But if this waseffectively put into practice, how can it then be ex-plained that consumers, allegedly at the heart of mar-keting concerns, rose up against the professionals andorganizations that were pledged to attend them andgive them good service?

We might well ask, “Could there be somethingwrong with the concept of marketing?”

Many authors showed their concern in relation tothis issue. Buskirk and Rothe even said that, “if thereis such a thing as consumerism, the concept of mar-keting cannot work” (1973: 112). Drucker (1973)further defined consumerism as the “shame of mar-keting”. Kotler (1972) suggested that the root of theproblem was in the ambiguity of the term ‘customersatisfaction’. He thus proposed a reformulation of theconcept. Companies should not just aim for customersatisfaction (seen as short-term), but also, and moreimportantly, strive for the long-term welfare of con-sumers, thus reconciling company profits with con-sumers’ long-term desires and interests.

Regarding the causes of an internal nature, re-search reported in articles in the Journal of Marketingbetween 1969 and 1974 enables us to confirm thewealth of discussion on the concept of marketing. Thevery titles of the articles make it clear that the Journalof Marketing was then operating as an excellent vehi-cle, within reach of academics, for them to reflect onand discuss ideas about what marketing is and how itcould be broadened.

Kotler’s and Levy’s “Broadening the concept of Mar-keting” (1969) ignited the debate by arguing that theconcept of marketing should be extended to non-com-mercial entities. They thus intended to legitimate theacademic study of social marketing. These authorsappealed for the term ‘product’ to be redefined, since

2 1CONCEPT OF SOCIAL MARKETING

it should not be confined simply to physical goods,but should cover services, people, organizations andideas, too.

At first there was considerable resistance, withsome authors thinking this would be to extend thescope of marketing too far, when it had not yet beenproperly defined. In particular, authors such as Luck(1969, in an article entitled “Broadening the concept ofmarketing – too far”) argued that marketing shouldobviously involve markets and that this meant buy-ing and selling, here involving a transaction that was,necessarily, economic. According to Luck, the possi-ble extension would divert attention from other criti-cal questions.

In “A New form of marketing myopia: rejoinder to pro-fessor Luck” (1969), Kotler and Levy replied that mar-keting was about every kind of transaction, and notjust about merely economic market transactions.

Kotler’s view eventually prevailed. In the early1970s, Nickels (1974) surveyed seventy-four market-ing lecturers and suggested that 95% of them thoughtthat the reach of marketing should indeed be extended.

Bartels (1974), a marketing historian, argued thatthis discussion indicated that the field was sufferingan identity crisis. It was important to decide whethermarketing would be defined on the basis of its tech-nologies (the clear position of Kotler and Levy) or bythe type or types of behaviour at which it was aimed(Luck’s position). In an article entitled “The identityCrisis in Marketing (1974) published in the Journal ofMarketing”, Bartel’s question “Is marketing a specific func-tion with general applicability or a general function that isspecifically applied?” earned a reply from Bagozzi, whoargued that it is neither, but that it is a general func-tion that is universally applicable: “It is the disciplinethat deals with changes in behaviour and tackles prob-lems related to this behaviour.” (1975: 39)

It seems clear today that the technology schoolprevailed (Andreasen, 2003). Supporting marketing


as technology, Kotler and other authors (notably,Zaltman) explored the possibility of applying this tech-nology to social issues (that is, social marketing).

This golden age of discussion eventually had im-plications for the very concept of marketing.

Kotler (1974: 48) describes this expansionist move-ment as “Consciousness 3”:

– Definition that restricts the field of market ex-changes/transactions to a single aspect of man-agement;

– Broader definition that permits the existenceof exchanges/transactions between the organi-zation and the customer, without involvingmoney;

– Incorporates an attempt by the organization torelate itself to all its publics, and not just to con-sumers.

In fact, there was greater awareness and a sig-nificant broadening of the concepts underlying themarketing’s sphere of operations (Goldman, 1975).The way was thus paved for the advent of the con-cept of social marketing, in 1971. Kotler and Zaltman,once again in an article in the Journal of Marketing,entitled “Social Marketing: an approach to plannedsocial change”, broadened the concept to includeall organizations (with or without profit motives)that play an active part in social change. A yearlater, Kotler (1972) extended the concept again toembrace transactions between organizations andtheir publics.

The first definition of social marketing then appeared:“Social marketing is the design, implementation

and control of programmes calculated to influence theacceptability of social ideas, and involving considera-tion of product planning, pricing, communication,distribution and marketing research” (Kotler, Zaltman,1971).


These authors suggested four kinds of reasons forpromoting social change:

• Cognitive – Trying to raise the level of awarenessof the target. This implies making the targetpublic increase its knowledge about a particularmatter (e.g., knowing about the harmful effectsof smoking);

• Action – Persuading people to do somethingwithin a specified period of time (e.g., vaccina-tion campaigns);

• Behaviour – Persuading people to adopt a partic-ular kind of behaviour – extending the action(e.g., getting smokers to actually stop smoking);

• Values – Modifying values and social represen-tations (e.g., not discriminating against disabledpeople).

Once again, Luck entered the fray in 1974. Still con-cerned with the conceptual discussions, via the Jour-nal of Marketing, in an article entitled “Social Marketing:Confusion Compounded”, he asked the question, “Whatis social marketing?... and why is it important that we know?”.Even though we know that this author is particularlycritical in relation to extending the the concept of mar-keting, here he criticizes the lack of understanding ofthe concept of social marketing. He proposes that theAmerican Marketing Association should, in a definitionscommittee working jointly with other bodies, devise asingle consensual definition of social marketing, sinceif this was not done, that marketing domain wouldlose any chance of being independent.

The debate finally ran out of steam at the begin-ning of the 1980s, when this paradigm became pre-dominant. Social marketing had finally carved out itsown niche. The academic discussion began to focuson how social marketing strategies could be imple-mented, how to use commercial marketing tools todo this, and to what point these tools could be usedin the social sphere (with or without adaptation).


Even though the definition of social marketing thatis most widely known today is the first one, somedevelopments have occurred in recent years and somemeasure of consensus established, in particular amongthose linked to research institutes and centres thatspecialize in social marketing. Table 1 shows some ofthe more recent definitions of the concept of SocialMarketing.

1.2Quest for aconsensualdefinition –

change inbehaviour

AUTHOR DEFINITION

Table 1

SOME (MORE RECENT) DEFINITIONS OF THE CONCEPT OF SOCIAL MARKETING

Kotlerand Roberto,1989

Kotlerand Roberto,1992

Martín Armario,1993

Atucha, 1995

Santesmases,1996Chías, 1995

“Social Marketing is a technology for management and socialchange that includes the design, application and control ofprogrammes intended to increase the acceptability of an ideaor social practice of one or more target public groups.”

“Social Marketing is a strategy for changing behaviour. It com-bines the best elements of the traditional approaches to socialchange in an integrated scheme for planning and action, aswell as utilizing advances in communications technology andMarketing capacity.”

“Social Marketing is based on strategies for voluntary socialchange and its goal is to change opinions, attitudes andbehaviours, as well as an idea held by certain publics with theaim of improving the situation of a community, or of certaingroups belonging to it”.

“The expression Social Marketing is employed to describe theuse of principles and techniques to promote a cause, ideas or asocial behaviour. It is a technology for administering socialchange, associated with the project to implement and controlprogrammes intended to make people more disposed toaccept an idea, a behaviour and/or a social practice.”

“Social Marketing is one part of the particular aspect ofbusiness marketing, which is expected to stimulate the accept-ability of ideas and social behaviours that are regarded asbeneficial to society in general or, on the other hand, it aims tohalt or demotivate other ideas or behaviours that are thoughtharmful.”


It is currently argued that social marketing musteffectively signify a change of behaviour and not justof ideas. Social marketing can no longer be seen asa kind of social advertising. The fostering of ideas– which Kotler (1971) called cognitive reasons – can-not be a basic goal of social marketing.

Social marketing is taken to mean the adaptedapplication of marketing concepts and tools to pro-grammes designed to influence behaviours.

Whereas in his initial definition Kotler accepts thatsocial marketing might only involve a change at thecognitive level, a change of ideas and concepts,Andreasen, among others, disagrees with this viewand contends that social marketing has to aim for achange in behaviour (1995). Cognitive change shouldonly be viewed as a phase to be undergone in orderto manage to achieve the true goal of social marketing,which is to change behaviours. Like commercial mar-keting, it is not enough to show the target public thatthis is a quality product; we have to persuade them tobuy it. So, if we take the case of a smoker, then it’snot enough for social marketing to make the indi-vidual see that smoking is bad for his health; he hasto be motivated to give up the habit of smoking. But,as in the previous case, it is essential that he goesthrough the cognitive phase.

In this context, behaviour is regarded as what isevident and more readily observable in the humanconduct.

“Social marketing is the application of commercial marketingconcepts and programmes designed to influence voluntarybehaviours in a determined target public. Its chief goal is toimprove the welfare of its target public and/or the society towhich it belongs”.

Andreasen(1994)

AUTHOR DEFINITION

Table 1 (cont.)

SOME (MORE RECENT) DEFINITIONS OF THE CONCEPT OF SOCIAL MARKETING


It is important to state that a change in behaviourimplies that the cost of/price to be paid for this changeshould be as small as possible, and that the perceivedbenefits should be valued positively. That is tosay, the cost has to be perceived as smaller than thebenefit.

The concept of behaviour involves a variety ofdimensions and types, which have to be distinguishedin order to devise suitable marketing strategies. Giventhis, Andreasen (2002) developed a typology ofbehaviours in relation to change:

1. Behaviours that are new to the world versusbehaviours that are new to the individual. Itis important to analyze these behaviours to theextent that, applying the theory of diffusion ofinnovations, we can see that the “innovators”pay more attention to personal costs and bene-fits; as a rule, they are young people with abetter education and enjoying a higher socio-professional standing than “latecomers”.

2. Behaviours with strong competitors versusbehaviours without strong competitors. Mar-keteers say that a strategy cannot be developedwithout understanding the competitors. Forinstance, a behaviour that could have strongcompetitors would be that of starting a diet.

3. Behaviours with personal benefits versusbehaviours with benefits for third parties. Forexample, going on a diet is a behaviour thathas personal benefits. Employers integratingpeople with disabilities into firms would bebehaviour of benefit to third parties (in this case,to people with disabilities).

4. Public versus private behaviours. For example,behaviours that are socially unacceptable aremore inclined to be subject to negative socialsanctions when practised in public than if theyare practised in private.

5. Behaviours that are limited (actions) versusbehaviours that are continued. For example, a


donation to a social cause is a behaviour limitedto one action. An employer adopting a policyto make an annual donation to a social cause iscontinued behaviour.

6. Behaviours that are engaged in alone versusbehaviours that require the participation ofothers. An instance of a behaviour that isengaged in alone would be where a persondoes a self-examination for breast cancer, whilean example of a behaviour that requires theparticipation of others would be someonegoing to a doctor for an examination for thesame purpose.

According to Peattie and Peattie (2003), competi-tion in social marketing is seen as a battle of compet-ing ideas that have to have a strong impact on threefactors A: Adoption, Attract and Accept. As we cansee in Figure 1, we can find two kinds of forces. Firstthere are competing ideas, social apathy, anti-com-mercial marketing and social discouragement. But wedo find vitalizing forces, coming, in particular, fromsocial marketing and social encouragement. Here wemight also add those forces developed by other spheresof knowledge in the process of adopting so-called“socially desirable” behaviours. These forces aim toexert an influence on the battle for attention andacceptance, with a view to the adoption of a behaviour.


Regarding strategies and the kind of interventionthat could lead to change, we may pinpoint threedistinct types (Andreasen, 2003):

• Focusing on the individual: individuals are theones who change their individual behaviour ifthey want to diminish or get rid of social prob-lems, such as alcoholism

• Focusing on the community: the communityas a whole must be the focus of intervention.Social norms, interpersonal influence and theprocess of diffusion are crucial factors.

Adoption of a behaviour

Social Marketing Propositions

Social Encouragement

Propositions from other spheresof knowledge (social work,

sociology, psychology)

Competing ideas

Commercial Counter-marketing

Social Discouragement

Social Apathy

Battlefor

Attention

Battlefor

Acceptance

(Adapted from Peattie, Peattie, 2003: 372)

Figure 1The battle in the

adoption ofbehaviours


• Focusing on social structure: change will not beachieved with any of the means described above,because individual and community discretion isdetermined by social structures like laws, insti-tutions and available technologies.

It would be interesting here to identify the possi-bility of fitting these three types of strategy into a sin-gle type, harmonizing efforts and synergies betweenthe more individual and the more social focuses

A change of behaviour at a more global level neces-sarily implies individual efforts, from the surroundingcommunity to the individual in question, as well as aneffort on the part of the whole social structure, especiallyin terms of specific legislation and technological stra-tegies appropriate for the achievement of such change.

In the initial phase of social marketing, the conceptsof commercial marketing were simply transferred tothe not-for-profit sector. But as social marketing de-velops, it builds up the tools that permit a more effec-tive response to the specificities of its object of study.

Social marketing professionals have to reach be-yond the commercial marketing tools, since they areoperating in a quite separate marketing environment.

The current debate is centred on the need for socialmarketing to become independent of commercialmarketing.

According to Andreasen (1997), there are certaindifferences between commercial and social marketingwhich have to be taken into account.

Social marketing has to contend with a number ofproblems, mostly related to the organizational environ-ment, which commercial marketing is not normallyaffected by. We shall first look at the structural problems:

– While commercial marketers may direct andassess their efforts by means of sales volumes,market share and profits, the not-for-profit mar-keters are faced with goals that are both hard to

1.3SocialMarketingversusCommercialMarketing:synergies andentropies


measure and subject to all kinds of influencesbeyond the control of the marketer.

– The existence of a high degree of public scrutiny,which is a constraint on risk-taking. NGOs re-ceive subsidies and grants, because it is felt thatthey are acting to improve overall welfare. Thisscrutiny may be undertaken by the government,the media, researchers, etc., which makes publicrelations of growing importance here.

– The existence of many heterogeneous publics.– More restricted budgets.– Less chance to change what they supply.

With respect to differences of a cultural nature,we must make it clear that social marketing is indi-vidualized and distinct from commercial marketing:

– By being more concerned with social service,whereas commercial marketing is more imbuedwith a corporate culture.

– By being able to have a negative demand: thatis, the target may not initially have a need tofulfil a desire to change behaviour. It could evenbe that he does not want to change behaviour.In this case, the first step is to work so that thenegative demand becomes real demand.

– Issues of high involvement.– Hidden benefits.– Future benefits (long-term).– Benefits to third parties.

Figure no. 2, aims to show how social marketingstrategy tends, or does not tend, to shift away fromcommercial marketing. So we can see, for instance,that the further away the beneficiary of the strategymoves from an individual focus towards a more socialcontext, the more divergent we find a strict applicationof the tools used in commercial marketing. Regardingthe Benefit/Behaviour relation, the more obvious anddirect this relation, the more we can rely on commer-cial marketing tools.


CONVERGENT

WITH

COMMERCIAL

MARKETING

DIVERGENT

FROM

COMMERCIAL

MARKETING

Main BeneficiariesCommunityIndividual SocietyFamily

Relation between Benefit and Behaviour

IndirectObvious By trustDirect

Sensitivity to the IssueLow High

Degree of ConsensusLow High

Customization of OffersLow High

The application of profit-making marketing conceptsto not-for-profit marketing could be made easier,depending on the context:

– The more similar the not-for-profit organizationalcontext to a commercial environment, the soonerand the more extensive will be the adoption ofcommercial marketing’s concepts and tools.

– The more similar the NGO transactional focus toa commercial environment, the sooner and themore extensive will be the adoption of commer-cial marketing’s concepts and tools.

And so, according to Andreasen, we could be wit-nessing a larger-scale adoption of profit-making mar-keting concepts and tools when:

– There is less public scrutiny;– There are fewer publics;– There is a larger budget;– There are more opportunities to change the goods

and services on offer;– There are clear short-term goals.

1.3.1Marketing forand not for,Profit

Figure 2Key changes in thecontext of SocialMarketingpropositions

(Adapted from Peattie, Peattie, 2003: 372)


Still in connection with how commercial and so-cial marketing are applied, Peattie and Peattie (2003)argue, in an article entitled “Ready to fly solo? Reducingsocial marketing’s dependence on commercial marketingtheory”, that applying customer orientation and thetechniques of conventional marketing is fundamen-tal to the early success of social marketing and to itspopularity. However, “there is a danger that an over-valuation in the direct translation of the principlesand practices of mainstream marketing into socialcontext could create practical problems and confu-sion with respect to the theoretical bases of socialmarketing.” (Idem, 365).

These authors hold that the future developmentof social marketing should rely on better understand-ing and emphasis on the differences between the so-cial and commercial contexts. Social marketing shouldcreate and develop its own constructs, theories, andtools, since if it remains intrinsically linked to com-mercial marketing, its future will be limited to thedevelopment of commercial marketing’s theory andpractice. In particular, certain commercial marketingtrends seem to be removed from the needs of socialmarketing: for example, commercial marketing is be-ginning to focus more on the individual and less onmarketing for the masses.

A review of the literature on social marketing byGlenane-Antoniadis, et al. (2003: 326-329), found thatacademics and social marketing professionals couldbe divided into two categories, in terms of the use ofcommercial tools.

– The so-called “Traditionalists” - concentrating onthe use of conventional marketing principles, such asone or more components of the marketing-mix.

• “Soloists” – who focus on just one of the marke-ting-mix components, usually communication.

• “Strategists” – arguing for a broader marketing-mixand a strategic perspective for social marketing.


■ Those upholding the use of all the marketing-mix components;

■ Those more interested in the formulation ofstrategy, implementation and control;

■ Those who adopt a more holistic view andrecognize the role of marketing-mix andmarketing strategy.

– Convergents – who appeal for an interdisciplinaryview in the study of social marketing, whethermore individual or social.

According to Glenane-Antoniadis et al. (2003), theconcepts of exchange and markets are the factorsdifferentiating social marketing from commercialmarketing.

The concept of exchange is central to social marketing,and in this respect it is similar to what happens incommercial marketing. The more restricted conceptof exchange states that this is the process that invol-ves two parties with a purely economic rationality.According to Bagozzi (1975) and Kotler (1988),however, the concept of exchange involves variousdimensions. The main contribution from Bagozzi wasto include social relations in the domain of marketingexchanges, being influenced by the discussions arisingat the time on extending the concept of marke-ting. He thus contends that there are three kinds ofexchange:

– Limited – related to the more restricted notionthat involves two parties with a purely economicrationality.

– Generalized – these involve a system of mutualrelations between three or more actors;

– Complex – also involving mutual relationsbetween at least 3 actors, but these are recipro-cal and have a longer time-frame.

1.3.2The importanceof the conceptsof exchangeand markets indistinguishingconcepts

1.3.2.1The Three-dimensionalityof the exchangeconcept


This author says that, in relation to social market-ing, we are talking about generalized and/or complexexchanges in which we ought to consider all the par-ties involved in such an exchange, both formal andinformal.

The content of the exchange may be:

– Utilitarist (economic and relatively tangible);– Symbolic (psychological, social, intangible);– Mixed.

Figure no. 3 illustrates a typical exchange in themarketing sphere. This kind of exchange is general-ized and complex, and is mixed in nature. The State,contemplating its three levels: micro (local author-ity); meso (national government), and macro (Euro-pean), is authorized by society, through its votes andtax payments, to supply a social service to the “under-privileged”. In many cases, the “underprivileged”themselves have given something in exchange to theState, in that they vote and may already have paidtaxes.

The State pays the salaries of some social workers,giving them the authority to provide social service.The State still gives allowances and pensions to the“underprivileged”. Besides this kind of exchange,there are others, of a symbolic nature, and these lastand will make the system more complex. The actualmembers of society regard social service as an invest-ment, since they are also going to become dependentone day. Social workers also receive the gratitude ofthose they help.

Here we can also add the exchanges establishedbetween Organizations (O2O – Organization to Or-ganization), with special reference to what are knownas “joint promotions” – organizations that form apartnership to achieve a common goal – e.g., a cam-paign to fight breast cancer is backed by a woman’smagazine; and “Licensing” – a firm pays a particularamount to an NGO to use its name and/or logo on itsgoods/services – e.g., Colgate.


At first, the emphasis of social marketing was fo-cused on tangible exchanges (e.g. campaigns to dis-tribute condoms, with the aim of promoting a healthysex life), similar to what happened with commercialmarketing. The content of exchange has graduallybeen becoming more and more symbolic, insofar as itsapplication is extended to other social causes. Nowa-days, most exchanges could be considered to be mixed.

In relation to the concept of markets, it is held thatwhere there is a market there is a need for marketing(Kotler et al., 1998). According to Glenane-Antoniadiset. al (2003), what is actually happening is that notmuch attention has been paid to the effective func-tioning (or not) of the markets.

A market failure occurs when the marketing andexchange process results in an inefficient allocationof scarce resources, reducing instead of maximizingthe welfare of society (Glenane-Antoniadis et. al,2003: 331).

Figure 3Exchange in thesocial marketingsphere

(Adapted from Bagozzi, 1975: 38)

Supplies services

SocialWorkers

The rest of society

Employs

Taxes/Vote

Support

Support

Support

STATE

Micro, mesoand macro level

People with Disabilities (…)

Unemployed

Taxes/Vote

1.3.2.2The functioningof the markets


In terms of social marketing, this would functionbetter and would be more useful in situations of mar-ket failure. The challenge here is obvious, since weare dealing with people who might not have anyinterest in taking part in this exchange. An externalityexists when others who are not formally part of theexchange are affected and are compelled to deal withit. This notion appears to contradict the voluntarycharacter of the exchange, as many authors, notablyAndreasen, argue. The results of the exchange can bebeneficial (positive externality) or imply costs (nega-tive externality).

It is becoming important to understand the socialmarketing framework and distinguish it from otherconcepts related to not-for-profit marketing.

We can say that not-for-profit marketing could beused equally by not-for-profit organizations (especiallyhospitals, political parties, foundations, state schools,universities, symphony orchestras, Social ActionGroups, postal services, local authorities, charities,police bodies), and by organizations aiming to makea profit.

With respect to not-for-profit organizations, in1975 Kotler published a book entitled Marketing forNon Profit Organizations. In it the author tries to showthe importance of applying the Marketing methodsused by profit-making firms in the social domain.Indeed, with the growth of the Third Sector1 (as muchin the volume of financial resources as in politicalrelevance) and its consequent professionalization,modern business management techniques have littleby little been incorporated into the social area. Society,too, is waiting to see concrete and effective results.

A not-for-profit organization could use marketingas a strategic management pattern for the organiza-tion itself, trying to improve and develop its brandimage and to increase its market share with the target

1.4Social

Marketingwithin

not-for-profitMarketing

1 See sub-chapter 2.1 for more details.


public, as in the case of political parties and politicalmarketing. In this case, marketing has been introducedrelatively easily, and with success. It is our contentionthat not-for-profit organizations still have an enormousway to go in terms of truly accepting marketing.

The kind of not-for-profit marketing here dependsquite a lot on the kind of not-for-profit organizationthat we are talking about.

– Public administration – Public Marketing– Political Parties – Political Marketing– NGO, IPSS (Private Social Welfare Institutions/

Voluntary Organizations)

Kotler (1975) supported the idea that a not-for-profit Organization should have a Marketing experton its staff in the decision-making area, and s/heshould have the following functions:

– Identifying markets where the organizationoperates or could operate, its various target publicsand the respective segments;

– Investigating, analyzing and learning about thebehaviours, attitudes and practices of the popu-lation segments it is intended to reach.

– Establishing the position that it is hoped the con-cept or social cause promoted should have in themind of the various target publics, and,

– Establishing the Marketing-mix for the organi-zation (Goods, Prices, Distribution, Communi-cation, Target publics and Personnel).

The marketing expert should also take charge ofsocial marketing campaigns, of assessing the resultsand making any corrections, being responsible forthe success of the social enterprise developed by theorganization. In this way, even in the social sphere,organizations should structure their work around thecustomer.

In addition to this, social marketing could be usedin the adoption of commercial marketing concepts and


tools to influence behaviours (for instance: promotingthe integration of people with disabilities in the labourmarket).

In relation to profit-making organizations, thepossibilities of applying so-called societal marketingare several (see Figure 4).

Socially responsible marketing or societal market-ing is a principle of enlightened marketing which holdsthat a firm should take marketing decisions on thebasis of its customers’ needs and the firm’s goals,satisfying consumers in the long term (Stern, in CRMEurope, 2003).

Figure 4The Spectrum of

societal marketing

(Adapted from Stern, cit in CRM Europe, 2003)

Commercial

Corporate SocialMarketing

Good will

CommercialMarketing

Cause-RelatedMarketing

Sponsorship/Patronage

Philanthropy

In fact, as we shall see in Chapter 2, social trendsallow new needs to emerge which require an updatingand redesigning of products to satisfy this new marketproperly. In the light of this trend, firms may decideon a new line for their commercial strategy, tryingto see that their goods are identified with the valuesaccepted by consumers.

This phenomenon facilitates the creation of a newline for Marketing activities within organizations,which have discovered the need to communicate to theircustomers the idea that they are socially responsible.

According to Neves (2003), organizational socialresponsibility is the concept under which “organizationsvoluntarily incorporate social and environmental con-cerns into their operations and into their interactionwith other interested parties with a strategic goal ofsustainable development” (2003: 52). The aim is toadopt a brand that is related to specified values of soli-darity, fighting against inequalities, discrimination andenvironmental degradation. In this regard, Social


Marketing is initiated as a genuine form of exercisingsocial responsibility and may, in the long-term, cometo build up a distinguishing value for a brand and acompetitive advantage for firms.

Corporate Social Marketing is defined as being thedevelopment of a business activity whose purpose isto achieve the commitment of consumers to a par-ticular behaviour of social interest, so as to promotethe firm’s interests (in relation to positioning andimage) and consumer satisfaction at the same time.Its activity is centred on modifying product policy bybringing the social project closer to the actual product.

Its purpose is to go beyond business turnover, thatis, it is focused on repositioning the product, conveyingthe idea that it is socially responsible, thereby offeringthe consumer greater long-term benefit. It is thusintended that the customer will feel s/he is an inte-gral part of a project with social or environmentalends. And it will also generate competitive advan-tages for firms through the social responsibility thatthey demonstrate.

As mentioned earlier, employing this last kind ofstrategy brings important Competitive Advantages(CA) to firms, such as: Tax breaks; Increased motivationto buy: in the similarity between price and quality– solidarity becomes a decisive factor; Offer of newvalues to the customer and conquest of a new systemof long-term relations; Motivation of firm’s employees;Improving the image of the organization; It creates thepossibility of a customer’s contribution. This facilitatesacquiring goods from the firm that allows this, and sothe idea of solidarity is being sold in conjunction witha product which has a specific price.

Cause-related Marketing or Marketing for a Cause(a phrase coined by American Express) uses policiesto approximate a social project and sales. Consumersare thus given the chance to become donors (indi-rectly) to a Non-for-profit Organization by buying aproduct.


Cause-related Marketing relates marketing and thesales goals of a firm to a social cause, with mutualbenefits to the two parties. This is currently the com-monest type of societal marketing. This is basicallydue to budgetary pressures, the growing sophisticationof consumers, and the increasing challenge to differ-entiate products in which innovation is reaching itslimits.

Cause-related Marketing programmes are gov-erned by clear marketing objectives:

– To create corporate recognition, and recognitionfor brands and goods

– To increase sales– To promote a new product– To create customer loyalty– To promote differentiation– To add value

According to Varadarajan and Menon (1988), inCause-related Marketing it is fundamental to payspecial heed to the kind of social cause associated withit; in particular it must be consistent with the productimage and characteristics being promoted, and con-sistent with the socio-demographic features of thefirm’s target public (Idem, 1988: 63).

In Table 2 these authors define the dimensions ofmanagement needed to market a cause, and we feelit is useful to know these from the viewpoint of boththe firms and the not-for-profit Organizations.

Table 2

DIMENSIONS OF MANAGEMENT OF CAUSE-RELATED MARKETING

– To improve the corporate image and/orbrand image

– To increase sales and/or profits

– To generate funds for the cause– To encourage direct contributions to the

cause by the general public

DIMENSIONS INDICATORS

Firm related goals

Goals for the cause


– Strong interaction between the firm and thecause

– Long-term– Medium-term– Short-term

– One brand, one cause– One brand, several causes– Several brands (intra-firm), one cause– Several brands (intra-firm), several causes– Several brands (inter-firm), one cause– Several brands (inter-firm), several causes

– Organizational level– Product/divisional line level– Brand level

– National, regional or local programme– National, regional, local cause

– Strategic tool– Quasi-strategic tool– Tactical tool

– Pre-implementation (Beneficiary/Sponsorcompatibility, proposed programme)

– Post-implementation (Effectiveness of pro-gramme; efficient use of funds)

From this point of view, Cause-related Marketingpresents a greater risk relative to Corporate SocialMarketing, especially in terms of the difficulty ofconveying the benefit accruing to the consumer frombuying the product.

Table 2 (c0nt.)

DIMENSIONS OF MANAGEMENT OF CAUSE-RELATED MARKETING

DIMENSIONS INDICATORS

Proximity

Programme duration

Number of participating bodies

Level of association between firmand cause

Geographical reach of the programmeand geographical appeal of thecause

Nature of use

Assessment

(Source: Varadarajan and Menon, 1988: 63)

2 CONDITIONS FOR THEDEVELOPMENT OF MARKETINGIN PORTUGAL

The Third Sector in Portugal is now quite considera-ble and is tending to grow, in particular with respectto Non-governmental Organizations (NGOs) whichdevote themselves to social work (see Table no. 3).

Table 3

Number of NGOs (1999)

(Source: Ministry of Labour and Solidarity, 1999)

Associations 1262

Religious organizations 1033

Charities 311

Foundations 165

Casas do Povo (Community Centres) 73

Cooperative Societies 68

Others 83

Total 2995

TYPE OF NGO No.

2.1Growingimportanceof the ThirdSector

Portugal’s entry into the EC at the end of the 1980srequired the progressive professionalization of organi-zations in the Third Sector, with the incorporation ofmanagement techniques. Already reliant on Commu-nity support for financial survival, they would also endup by having to adapt to the demands and administrative-bureaucratic control of European organizations. Thisfact seems to have been one of the main reasons forthe growing need to recruit graduates in managementand economics, so as to respond effectively to Com-munity demands. “Good deeds” became professionalized.


With the present economic crisis, competition hasarisen within the Third Sector, and only the mosteffectual organizations are going to survive. We arecurrently witnessing their ongoing fight to attractresources (financial and human).

The crisis in the model of the Welfare State, moreassociated with scarcity of resources than just withthe influence of the neo-liberal model, necessarilybrought about an expansion in the Third Sector inPortugal. The view upheld (Santos, 1998) is that theThird Sector should not be viewed as a more or lessspontaneous reaction by civil society to the failure ofthe State to invest in social welfare.

The Portuguese State is still on the semi-peripheryof the world system, with civil society having beenconstituted by the action and influence of the State.The culture of political and social citizenship has notyet had enough time to become consolidated after fiftyyears of repression. Only in the last twenty years haspublic investment in the social sectors been comparableto that in other developed countries (Mozzicafredo:1997: 34). But in fact what sets us apart as a countryon the semi-periphery of the world system is that, inPortugal, solidarity as a practice is maintained aboveall in the family sphere – informal civil society – andless in voluntary groups, as is the case in countrieslike the United States and some northern Europeancountries.

If, culturally, this is an important feature, and fun-damental to solidarity in the “management of criticalmoments” of individuals, its counterpart is less deve-lopment of formal civil society.

“Civil society in Portugal is only weak and not veryautonomous if we identify it as the space of produc-tion or as the space of citizenship. If, however, we areconsidering the domestic space, we may see that Por-tuguese civil society is very strong, autonomous andself-regulating (…) Furthermore, it is this autonomyand self-regulation that makes it possible for thedomestic space (…) to constitute a welfare society”(Santos 1994: 114).

4 5CONDITIONS FOR THE DEVELOPMENT OF MARKETING IN PORTUGAL

The emergence of non-governmental organizationsis largely due to the phenomenon of globalization(Delicado, 2000). “If factors common to the constitu-tion of American and European organizations areconspicuous in Portuguese organizations (contact withthe problem by relatives, friends, doctors; knowledgeof the privations endured by patients), the mediatiza-tion of the problem and the publicizing of non-gov-ernment organizations as a means of response, mayhave stimulated the formalization of associations andeven the creation of an environment favourable totheir sustenance” (Idem, 2000: 4).

This growth of the Third Sector has been accompa-nied in recent years by processes of institutionalizationand professionalization, as in the rest of Europe andthe US.

In this context, groups of individuals gatheredtogether around a project or a common cause:

– Formally create an association;– Bureaucratize their operations with articles of

association and internal regulations;– Regulate the use of scarce material resources by

means of budgets and financial statements;– Ensure that the provision of services will con-

tinue by hiring experts.

This continuous and non-continuous process ofinstitutionalization has eventually led to the extinc-tion of many organizations that failed to balance thebureaucratization of services and procedures with flex-ibility of the responses needed for social problems. InPortugal, this phenomenon has not occurred in quitethe same way, because of dependence on the state.But this competition is bound to increase. Almostimperceptibly, competition is already appearing inagents’ discourses: “When questioned about this, theorganizations’ representatives tend to play down theachievements of other associations and exchangecharges of inefficiency, public self-promotion or beingsubordinate to the State. Another indication of latent


conflict is the virtual total lack of shared projects orinitiatives (…) Where cooperative relations do existthey are established between organizations withcertain affinities: members in common, similar ide-ologies, complementary, but non-competing, spheresof intervention” (Delicado, 2000: 6).

There are, in fact, several ambiguities in the rela-tions between the State and NGOs in Portugal; in par-ticular, we draw attention to the fact that the State issimultaneously a competitor in service provision andan external source of funding and regulation. NGOsalso play a dual role, as service providers and pres-sure/claimant groups.

The contracting out of social services (financedby the State, but supplied by NGOs) has arisen fromwhat are held to be the comparative advantages ofNGOs: organizational flexibility, drive, better returnon resources, ability to mobilize resources and adapt-ability to new areas of operation, ease of detectingnew problems and needs (thanks to closer on-the-ground proximity), capitalization of voluntary work,independence vis-à-vis political powers (cit. inDelicado, 2000).

With the development of the liberal model of State,we could be about to witness the allocation of fundsto families, rather than NGOs, and they will have tochoose which NGO will be able to supply the service.Competition is thus bound to increase, and only themost efficient and effective organizations will survive.Should this happen, we are convinced that the needfor marketing will certainly grow in the future.

Social values are modes of being or acting regardedas ideal for a particular society, and it is these thatinspire behaviours.

Inglehart (1977) identified two kinds of values:

• Materialist values, associated with satisfying basic,elementary, needs: economic well-being andsocial cohesion.

2.2Changing

values: post-materialism

demand


• Post-materialist values – new social and individualconcerns: aesthetic, intellectual, quality oflife, involvement in decision-taking processes,equality of opportunity.

After the Second World War, post-materialist valueswere imposed on developed countries. According toInglehart, post-materialist values are more significantin the more developed countries and, within these,in better-educated individuals, with a higher culturalcapital.

Post-materialist values are therefore related posi-tively to a greater cultural and economic capital.

Another, more recent, study has shown that mate-rialism is negatively related to high ethical standardsamong consumers (Muncy, Eastman, 1998).

One of the objectives of the European Value Sys-tems Study Group, a research group created in 1978,is to study any changes in the values of Europeansocieties. In a transnational comparative study onsocial values carried out in 1990, Portugal and Italywere the countries that gave least importance tothe study of tolerance, but we Portuguese were theones who most valued being a worker, and who wereleast concerned about independence and placedmost weight on education and obedience. As thisis an important finding, it should be pointed out,however, that these features are more typical ofolder, less well-educated, people. As educational levelsin the Portuguese population rise, therefore, thelikelihood of our giving more weight to factors linkedto independence and tolerance towards differenceas basic qualities to impart to our children also in-creases.

Regarding issues of voluntary participation, we areahead of the European average with respect to soli-darity shown towards the underprivileged.

It was also found that, as in the rest of Europe, weare more likely to help improve the welfare of ourlocal community than of those further away.


Regarding the underlying reasons for people vol-unteering, Portugal has percentages above the Euro-pean average in terms of solidarity shown towardsthose less privileged than themselves and contribu-tion to the local community. This is not surprising,since, in cultural terms, charity is a major featureresulting from the Christian tradition that is one ofPortugal’s characteristics.

Another important aspect relating to the cultural pointof view, and its impact on consumers, concerns thedevelopment of the consumer society in Portugal.By ‘consumer society’ we mean a society in whichconsumption is fundamental to the social structure.Consumption is regarded as a modus vivendus.

Whereas the consumer society developed in theUnited States, Canada and most European nationsafter the Second World War, in Portugal its genesiscan be traced to the revolution of 25 April 1974, butit really only developed effectively after the countryentered the European Community.

After this, Portugal witnessed another, parallel,phenomenon: consumerism. This neologism (whichentered the Portuguese language via English) is de-fined as the social action of groups, institutions andindividuals seeking to protect the legitimate rights ofthe consumer, to improve quality of life and to renewthe system of social values.

Consumerism is manifested through organizationsand institutions that are committed to help consumers(e.g. consumer protection groups), trade unions,consumer cooperatives, families, women’s groups,housewives, health services users.

In Portugal, at the moment, socio-demographic changesand improved qualifications in the general populationhave brought about a steady change in a society thathas seen itself confronted with increased purchasingpower and changing lifestyles. It used to be enchanted

2.3The late

emergence ofthe consumer

society inPortugal

2.4The inevitability

of the socialresponsibility of

organizations


by consumerism and is now beginning to worry aboutsustainable consumption (social, environmental,ethical sphere). As direct proof of higher qualifica-tions, younger consumers (in particular, those said tobelong to Generation X) are tending more and moreto assess a firm’s image when buying a good. Therehas been a progressive shift from self-centred con-sumption towards more altruistic consumption.

Some studies have been conducted to understandthis new concern with organizations’ social imageshown by consumers.

Most consumers (86%) have a more positive imageof companies that are interested in making the worlda better place (Research International, 1996). Of these,76% say that they would probably change brand if itwas associated with a good cause, when the price andquality are the same (The Cone/Roper Cause-RelatedMarketing Trends Report, 1997).

At macro level, Portuguese firms are contendingwith globalization and with the growing need todifferentiate their products/services so as to be ableto carry on innovating and distinguishing themselvesfrom their competitors. They are thus finding newways to work on their image by making themselvessocially responsible and working on Corporate SocialMarketing. They are coming back to the idea ofopening up to the community and to society. Whilein the first industrial revolution companies openedup to the community (e.g., by building companytowns), in the second they closed up, concentratingon the productive process; now, with the socialresponsibility of organizations, they are opening upagain.

After the Second World War, the greater involve-ment in social welfare on the part of the State led to adecline in the involvement of the corporate sector. Inthe 1990s, however, there was a reversal of this trend,for two main reasons: first, because of the crisis inthe Welfare State, and, second, because of the beliefthat the organizational image, both internal and


external, is closely bound up with its social concerns.Thus, marketing must necessarily aim at a company’ssustainable development (economic, environmental,social) and not solely at its economic growth.

3 THE CURRENT STATE OF SOCIALMARKETING

Andreasen (2003) outlines the trajectory of the lifeof social marketing, arguing that it is now at the stageof early maturity. For about twenty years social mar-keting has been trying to establish its own identity(Andreasen 2002), but, he argues, it remained stuckfor far too long in the introductory phase.

The beginning of the adult stage is the period whena person lives comfortably with the maturity andself-confidence fitting to his age. There are importantrules to observe, for academics and professions alike:keeping the youngster in the field, learning andtesting his own environment, and growing towardsmiddle age (Andreasen, 2003: 300).

This author tells us that the signs that allow us toglimpse the maturity of social marketing as a disci-pline are:

– The publication of general works on social mar-keting;

– Chapters on social marketing are included inbooks on not-for-profit marketing;

– A Journal wholly devoted to the area – SocialMarketing Quarterly, founded in 1994;

– There are 3 annual conferences on social mar-keting, worldwide, one of which is about to holdits 11th edition;

– The existence of a number of specialist researchunits on social marketing, in Scotland (the Centrefor Social Marketing – Glasgow – University ofStrathclyde, created in 1979), the United States(Social Marketing Institute, created in 1999, the


American Social Marketing Association, createdin 2002), Canada and Poland, as well as severalvarious places in the US; and vocational trainingprogrammes in social marketing;

– Several summaries of good practices can be foundin the literature;

– There is a book specifically devoted to ethics insocial marketing (Andreasen, 2001);

– Social marketing has been adopted by variousNorth American federal agencies;

– The listserver for social marketing kept by theSocial Marketing Institute contains around 950names (2003).

However, this optimistic (or realistic) view is notshared by other authors, who deny social marketing thestatus of discipline in its own right. Sheth and Parvatiyar(2002) say that, in the last thirty years, there have beenat least three successes and three failures involvingmarketing-related subjects on the road to establishingthemselves as fully-fledged disciplines (Idem, 2002:5).

The successes include Consumer Behaviour, Mar-keting Strategy and the Marketing of Services. The fail-ures are International Marketing, Social Marketing andBusiness Marketing. These authors say that social mar-keting has failed to achieve the status of an independ-ent discipline because it does not have a consensual defi-nition and does not have its own constructs or theories.

Furthermore, Sheth and Parvatiyar (2002) giveeight pieces of advice to enable a domain to become adiscipline:

– Demarcate the domain;– Agree on a definition;– Create respectable databases;– Devise performance measures;– Use longitudinal research methods– Publish ‘the medium and the message’ in top

journals;– Encourage reputable academics;– Develop explanatory theories.

5 3THE CURRENT STATE OF SOCIAL MARKETING

Even though we may, or may not, feel that mar-keting has achieved the status of discipline (which, inour view, it already seems to have attained in countrieslike the United States, but unfortunately not yet in Por-tugal), it is certainly true that several authors are awareof the problems that this domain presents. Andreasen(2003) also underlines some of the difficulties felt:

1. There is a lack of appreciation of social marketingat the level of top management;

2. The field has the positioning of a poor brand:there are many differing definitions, many ofwhich contradict one another; it is inadequatelydifferentiated from its competitors; there isstill a perception that social marketing is ma-nipulative;

3. There is not enough reliable work publishedon success stories;

4. It lacks academic standing:

a. Social marketing is not taught on a regularbasis in academic curricular programmes inuniversities;

b. It can be regarded as a minor speciality foracademics and researchers; There is not evena Special Interest Group on not-for-profitmarketing in the American MarketingAssociation;

c. It is still rare for people to take up a careerin social marketing;

d. It does not yet have a significant conceptualand theoretical support base.

Peattie and Peattie (2003) highlight some recom-mendations in addition to those given by Andreasen,alerting to the need for a certain amount of cautionin the indiscriminate application of commercialmarketing principles to social campaigns, and for anappreciation of how particular social marketing con-texts may lead to a greater or lesser application of theconcepts and tools of commercial marketing.


There appears to be a general consensus thatknowledge is the key element for the consolidationof social marketing.

Knowledge is undoubtedly the chief resource ofprofessional authority. Abbott (1983), a sociologistof professions, even believes that abstract knowledgealone could define the problems and tasks of profes-sionals, protecting them from their competitors andhelping them to solve new problems.

And after all these suggestions, let us end witha quotation from Andreasen’s “Marketing SocialMarketing” (2002): Social marketing needs to do itsown marketing. Since the professionals working todevelop social marketing are marketers, then let themuse the tools they have at their disposal to promote it.

PART II

THE MARKETING PLANAPPLIED TO SOCIAL PROJECTS

– POTENTIALITIES

1 THE APPLICATIONOF A MARKETING PLANTO SOCIAL PROJECTS

The development of a marketing plan is cruciallyimportant for its structure, flexibility, and ease ofimplementation, and it must be used by not-for-profitand profit-making organizations as a permanentmanagement tool.

While its importance has already been recognizedwith regard to profit-making organizations, this hasyet to happen with not-for-profit organizations. Thelatter, despite feeling a growing need to professio-nalize, have mostly not understood the importanceand potential of marketing as a management tool.

The marketing plan as a planning tool makes amore organized and more productive action possibleby foreseeing and scheduling the implementationsteps of a project, clearly defining the actions, thoseresponsible for them and the associated resources.

This tool leads to strategic reflection, setting theactions to be developed in a scenario in which theinternal and surrounding situations are diagnosed, andthe targets of the actions and positioning of the sup-ply are clearly established according to their charac-teristics. It also allows identification of the strongpoints, which will sustain implementation, the pointsto be corrected and the conditions surrounding theapplication.

As a way to better understand the reach of aMarketing Plan and how to apply it to a social project,the departure point was a case study designedby the authors under the IDIM, as partners in anEQUAL project whose specifications featured SocialMarketing.


Taking advantage of the possibility given, on theone hand by the European Community and, on theother, by the project promoter, NRC/APPC (both wellaware of the potentialities of Marketing), severalinnovative projects have been developed, amongwhich is the Marketing Plan of the Markthink Project.

The marketing plan applied to the Markthinkproject has enabled us to design actions in a structuredway and on the basis of clear strategic goals, with aview to achieving a mission.

The mission of the Markthink project is “To pro-mote conditions of full integration for disabledpeople.”

To accomplish this mission, the project proposedto use a set of available resources to draw up an actionprogramme that would make it possible to develop,experiment and disseminate good practices – meth-odologies and tools – that could be used to fully inte-grate people with disabilities into the labour market.

The marketing plan arose as the planning meth-odology most appropriate to structure and organizethe project team effort, which became a DevelopmentPartnership.

A comparative analysis of the structure of themarketing plan and the stages of the project allowsus to confirm the suitability of this tool to structurethe project action:

PHASES OF THE MARKETING PLAN

Table 1

PHASES OF MARKETING PLAN

MARKTHINK PROGRAMME

1) ANALYSIS OF THE SITUATION

1.1) INTERNAL ANALYSIS

The Internal Analysis allows the clear definition of:

• The project.• The service offered by the project.• The “customer” portfolio.• The resources available and their competences.

5 9THE APPLICATION OF A MARKETING PLAN TO SOCIAL PROJECTS


Table 1 (cont.)


MARKTHINK PROGRAMME

1.2) EXTERNAL ANALYSIS

Analysis of the situation serves as the basis for a “portrait” of the situation at theoutset that permits the preparation of the:Project’s SWOT Analysis.

In the next phase, the following were established:Strategic Goals, structured by the Mission defined for the project.

2) MARKETING STRATEGIES

The External Analysis presented the Equal pro-gramme and analysed the aspects involved in theproject, in particular:

• The labour market in Portugal in the context ofpeople with special needs;

• Alternative (competing) projects/programmes;

• The Macro-environmental situation (Legal,Demographic, Economic, Political and Social)framing and influencing the project results.

The actions the project aims to implement withdisabled people and employers.

The “financial effort” or not to be paid by thebeneficiaries of the service.

When, Where and How the service is going to beprovided.

3) MARKETING ANALYSISDetailed description of:

Definition of the criteria and of the variables rele-vant to segmentation allows the target segment ofthe project to be clearly defined – the Clients.

Using the Ansoff Matrix and Michael Porter’s Ge-neric Strategies, the model for tackling the projectwas established.

The distinctive features of the Project, how theproject wants to be seen.

Positioning

Segmentation

Marketing Policy

Service

Price

Availability


The use of the Marketing Plan tool, plus the expe-rience gained as development partners in this project,emerged as the departure point for constructing theCase Study which is presented below.

Strategies, supports and calendar for disseminatingthe service.

The participants providing the service.

The processes involved in producing the service.

Tangible signs showing the quality of the service.


Table 1 (cont.)


MARKTHINK PROGRAMME

Communication

People

Processes

Physical Support

5) BUDGET

4) OPERATIONAL GOALSThe goals to be achieved in the lifetime of the project.

Monitoring and AssessmentSystem

Action ProgrammesDetailed plan of actions to be implemented, estab-lishing who is responsible for its implementationand detailed calendarization.

Costs involved in implementing the project.

Defining the parameters and times for appraisingthe implementation situation and assessing theresults obtained.

PART III

CASE STUDY – MARKETING PLANOF THE MARKTHINK PROJECT

EXECUTIVE SUMMARY

The Markthink Proejct’s Social Marketing Plan wasdeveloped in the Instituto para o Desenvolvimento e Inves-tigação em Marketing (Institute for Research and Deve-lopment in Marketing) (IDIM)/IPAM – Instituto Portu-guês de Administração de Marketing (Portuguese Instituteof Marketing Administration), in a project under theEQUAL programme, whose specifications sheet prom-inently features Social Marketing. The MarkthinkProject – “investors in special people” resulted fromthe knowledge accumulated by its promoter, the NRC/APPC2, about the difficulties felt by people with disa-bilities in accessing the labour market. The objectiveis to raise the general public’s as well as companies’awareness about the full exercise of citizenship andaccess to employment by less favoured groups. Morespecifically, the project seeks to promote the full inte-gration of people with disabilities through SocialMarketing, creating the conditions for their employ-ability by offering two complementary services: theTraining service and the (Re)Integration service.

The current Plan is designed to propose, consoli-date and further Social Marketing as a strategic toolfor the project through the effective application ofplanning, development, implementation, and assess-ment procedures. It is thus based on a planned strate-gic orientation and a competitive edge that ensurethe accomplishment of successful actions and, as aconsequence, the fulfilment of the goals set.

2 Núcleo Regional do Centro/Associação Portuguesa deParalisa Cerebral.


The Structure of the plan embraces an Internaland External Analysis, the Diagnosis of the CurrentSituation, the Strategic Goals, Marketing Strategiesand a Marketing Analysis. Finally, the Action Pro-grammes and the Plan’s Monitoring and AssessmentSystem are also established.

The creation of a new methodology/structure topermit anticipating the social sphere in a way adaptedto the market has helped towards the sustainabilityof the project, and its applicability in other contexts,institutions and projects in the social area.

METHODOLOGY

• Methodology used to achieve the Social MarketingPlan

All the information appearing in the Social MarketingPlan that follows is mainly the outcome of the analysisof secondary data, both quantitative and qualitative,whose sources will be referenced throughout the text.The documents studied come from within and withoutthe Project in question. Among the origins of the sec-ondary data are the records of the Development Part-nership, Legislation, Surveys, studies conducted bybodies associated with the European Union, and soforth. It should nonetheless be mentioned that theresults of the primary data, emanating from withinthe project, were also analysed.

The research comprises several exploratory inter-views with the various partners, as well as a documen-tary analysis.

• Methodology used by the Markthink Project

The methodologies used by the Markthink Projectinclude documentary analyses based on secondarysources of a quantitative and qualiative nature, theuse of surveys, exploratory interviews and the utili-zation of qualitative techniques, in particular, brain-storming and outdoor learning.

1 INTERNAL ANALYSISOF THE PROJECT

The Table below describes the Markthink project’sDomain of Activity.

1.1Domain ofActivity of theMarkthinkProject

Table 1

DOMAIN OF ACTIVITY

Full integration of disabled people

Disabled people – these are about one million, and aboutthree million people are directly involved in the area ofdisability in Portugal.

Inclusion – The practice of physical, social and educationalintegration.

Employability – Represents the average instant likelihoodof an individual or group of jobless people finding employ-ment. It covers the growth in the number of jobs and theimprovement in the quality of life of citizens with specialneeds, helping them to balance the demands or work andfamily life so as to guarantee them all the “same” employ-ment opportunities.

Awareness – Heightening consideration of the rights ofdisabled people, non-discrimination and the full and equi-table exercise of their rights.

Strategies – The creation of strategies and action plans thatwill help to promote social inclusion and employability fordisabled people, and to increase the dissemination ofinformation in various directions, so as to build an “inclu-sive society”.

DOMAIN OF ACTIVITY

How is it achieved?

Domain of Activity

Target

What does it cover?


The Project is part of a transnational partnership whichis being developed in three European countries – Por-tugal, Holland and Ireland. Portugal is responsible forthe Markthink Project – “investors in special people”.

The three partners are simultaneously trying tocall attention to and heighten awareness of their areaof intervention (their countries) in the field of SocialResponsibility, with a view to fostering equality bysecuring employment inclusion for those occupyinga weaker position in society.

In Portugal the project has defined the districts ofCoimbra and Aveiro as its geographical area of inter-vention, with the Núcleo Regional do Centro da Asso-ciação de Paralisia Cerebral do Centro (Centre RegionUnit of the Centre Region Cerebral Palsy Association –NRC/APPC) being the institution coordinating theproject. It is maintaining a national partnership with:

• FBA – Ferrand, Bricker e Associados, Lda;• Ensigest – Gestão de Estabelecimentos de Ensino,

S.A/IPAM;• IDIM – Instituto para o Desenvolvimento e In-

vestigação em Marketing• Deficiprodut – Artesanato, Produção e Comércio

por Deficientes, Lda;• Ricardo Teixeira – Soluções Informáticas, UNIP,

Lda (KAMAE);

Table 1 (cont.)

DOMAIN OF ACTIVITY

Local and community programmes; Handbook of goodpractices; Pilot actions to train disabled people and toolsfor personal development; Document on relevant informa-tion; Handbook of good practices and outdoor actions, andInformation system to publicize firms’ needs.

DOMAIN OF ACTIVITY

What are the“Products”?

1.2Markthink

Project

1.2.1The

InternationalLogic of the

Project

1.2.2The Local Logic

of the Project

6 9INTERNAL ANALYSIS OF THE PROJECT

• MUNICÍPIO DE COIMBRA – Câmara Municipalde Coimbra (Coimbra Municipal Council);

• Audiodecor – Atelier de Publicidade, Lda; and• Fundação Rotária Portuguesa (Portuguese

Rotary Foundation), whose activity is describedin Annex 1.

The Markthink initiative is essentially designedto bring young people with disabilities closer to thelabour market by providing them with content/train-ing and, in addition, access to new technologies andto jobs. It aims to call the attention of employers andthe general public in relation to the problems (basi-cally those of employability) that affect disabledpeople.

This being so, the partners have agreed to developthe joint Project described above, with each ofthem assuming specific responsibilities. These will beexplained later.

Let us now look at the Markthink Organigram, tobetter understand the dynamics inherent to it.

Figure 1Organigram of theMarkthink Project

Ricardo TeixeiraKAMAEDeficiprodutFBAAudiodecor Ensigest F. Rotária

EQUAL

NRC/APPC

Attention is called to the fact that two kinds of actionsare embraced by the Markthink project, some calledEqual Actions and others called DP Actions.

The Equal body defines the activities to be developedby each Development Partner. These are divided intothree kinds of Action, corresponding to the threepoints of application and selection. It therefore spec-ifies that the Markthink project would have 3 phases

1.2.3Equal Actionsand DP Actions

1.2.3.1Equal Actions


or Actions (individually) subject to its approval, onpre-determined dates, which must be complied with.

According to the Equal 2001 user Guide, the threeActions may be described as follows:

Action 1: Diagnosing the needs, conception andplanning of the project, setting up the Develop-ment Partnership (DP) and organizing the tran-snational cooperation.

Action 2: Developing and assessing the project.Within Action 2 (Equal) we find DP Actions, likethose illustrated in Figure 2 – EQUAL Actions andDP Actions.It will last for a maximum period of two years,which may vary with the nature of the project(after the closure of Action 1 and the confirma-tion of selection for Action 2). Under the MarkthinkProject, the maximum period envisaged for Action2 is about two years.

Action 1Action 2Action 3Action 4Action 5 DP ACTIONS

Action 3: Dissemination of “good practices” andthe establishment of themed networks – main-streaming – enabling candidates for Action 3 toemerge, when specific contributions to nationalpolicies are at issue, or to change and innovate intraining-employing systems.This phase can be started as soon as results con-sistent with a positive assessment under Action2 are obtained. Its duration will vary according tothe strategic character of the activities, productsand practices to be disseminated and the bodiesinvolved in the mainstreaming process.

Action 1

Action 2

Action 3

Figure 2EQUAL Actionsand DP Actions

EQUAL ACTIONS


The Table below describes the DP Actions in EqualAction 2:

1.2.3.2DP Actions

1.2.4Organizationalstructure andorganizationof the work

Action 1: Good Practices Handbook – Training Guide

Action 2:Pilot training actions for disabled people and buildingpersonal development tools

Action 3: Information documents and relevant data

Action 4: Good Practices Handbook and outdoor Actions

Action 5: Information system and dissemination of firms’ needs

Table 2

DEVELOPMENT PARTNERSHIP ACTIONS

ACTIONS DESCRIPTION OF ACTION

Source: Equal (2002)

As mentioned earlier, this project consists of anEQUAL Development Partnership (DP), comprisingeight entities, with different profiles and distinct com-petences (see point 1.2.2 – The Local Logic of theProject), which operate as a network on the basis of aconsensus model among the partners, vis-à-vis powerand responsibilities.

In relation to the organizational structure, themodel in question is known as an Adhocratic model(Mintzberg, 1995) insofar as it functions in a projectlogic. The various organizational structures of the severalpartners are eventually diluted under the generalorganization and structuring of the Markthink Projectwork.

The NRC/APPC thus controls and coordinates thisproject, operating on the basis of mutual agreement,via informal communications. The partners interactfrequently, by means of specific linking mechanisms.The higher levels of coordination thus fall to the NRC/APPC, which must see that the goals and requirementsof the project are met, in accordance with the Candi-dature Action Plan.


Each partner is an expert in its area, and so eachhas a place in the project commensurate with itscompetences. Power is thus dispersed. This organiza-tion by competences means that certain “margins” canbe controlled only by those familiar with them.

On the other hand, the existence of aspects whichare not regulated by the partnership results in eachof the partners obtaining margins of uncertainty (Crozier1994) more easily.

This is a very organic environment that has littleformalization, which implies instant, creative solutionsappropriate to the demands of the moment, makingteamwork fundamental to getting the job done. Indeed,it is a complex and highly sophisticated environmentand, as this is a pilot project, it requires innovativeresponses from this multidisciplinary team.

This kind of organizational structure implies amodel of work organization consisting of a hierarchicalstructure with few levels, where there is a certaindecentralization of responsibilities for the workingunits. The flattening of the structure and decentrali-zation of decisions, plus the increased responsibilitiesof the operational unit (in this case, the DP), meanthat the conception and the (way) of executing thework are not separated (Mintzberg, 1995).

This model of work organization implies greaterautonomy, creativity, professionalism, decentralization,participation and cooperation among individuals andpartners. This is the context in which Empowermentemerges. This concept is “the decentralization of powersby the various hierarchical levels of a firm, which is expressedas incentives to take initiatives for the good of the firm as awhole. (…) Delegating power does not imply that the leaderis less important, but it does imply a better potential per-formance by the firm (…)” (Alves, Bandeira, 2001).

The organizational structure and work organiza-tion model of the Markthink project can be illustratedwith the organigram of work for Action 2 – DP, as inFigure 3 – Organigram of the Action 2 Work – DP.


The Organigram shows that this is a structure withfew hierarchical levels. Each work axis (Action) has acoordinator, appointed by the DP, in charge of its de-velopment. This ensures the link between the DP’sinterlocutor and the partners in the team. Each partnershares a common task and, at the same time takes onindividual responsibilities. The organizational functio-nality of the DP, in relation to the project, is accord-ingly assured by the operational distribution ofcompetences allocated in terms of the tasks to be car-ried out.

Each partner has its own culture, which leads to amultiplicity of cultures within the Project – the sub-cultures (Sainsaulieu, 2000). This aspect eventuallyinfluences the way each partner approaches the others,using different “strategies” to explain tasks, requests,training, and goals. Each member of the different or-ganizations composing this project has a different cul-ture, a distinct business culture and this affects thepractices, approaches and “strategies” used in com-munication. The Development Partner is thus unableto fully institute a common code for communication.

Figure 3Organigram of theAction 2 – DP Work

PD – Markth!nkInvestors in special people

Action 4Leader

NRC/APPC

Action 1Leader

Ensigest

Action 2Leader

Ensigest

Action 3Leader

FBA

Action 5LeaderKAMAE

- NRC/APPC- Fundação Rotária- Audiodecor- FBA- KAMAE- Deficiprodut

- NRC/APPC

- FBA

- NRC/APPC- Fundação Rotária- Ensigest- KAMAE

- Fundação Rotária- C. Municipal de Coimbra- Audiodecor- FBA- KAMAE- Ensigest- Deficiprodut

- NRC/APPC

- Ensigest


1.2.5 Planning

1.2.5.1 Capacity of the Development Partnership for Management, Changeand Responsibilities

– Leader of Action 4 (DP), DP, jointly with the EQUAL Manage-ment body

– In charge of managing and stimulating the process (Manage-ment of Transnationality, Material Resources, ExternalRelations, Information and Communication, Work Teams andFinancial Management)

– In charge of high level coordination and control of the devel-opment of the project along the working lines designated bythe DP, ensuring that all the goals and requirements are metin accordance with the application proposal.

– Guarantees the design of the Website content from thestandpoint of the employability of people with special needs,Training strategy and goals; conception and production ofcontent of publications, and organization and holding of aninternational seminar.

– Leader of Action 3 (DP);– Design of Visual Identity and respective handbook on rules

for use, and – Graphic design.

– Leader of Actions 1 and 2 (DP).– Orientation with respect to Marketing areas and producing

theoretical-conceptual materials related to the theme;– Design and coordination of the Marketing Campaign (strategy,

goals and phasing), including the characterization of thesupply and the demand;

– Devising a communication strategy with the involvement ofhigher education students and lecturers and the supervisionof Marketing work-experience students linked to the project;

– Defining the Strategy and goals of the Website, the trainingand the publications related to the project;

– Training in the area of Marketing for professionals from thearea of placement and project management;

– Holding seminars.

BODY RESPONSIBILITIES IN THE PROJECT

Núcleo Regionaldo Centro daAssociaçãoPortuguesa deParalisia Cerebral(NRC/APPC) –bodycoordinating theMarkthinkproject,appointed by:InterlocutorPartner

FBA – Ferrand,Bicker eAssociados, Lda

Ensigest– Gestão deEstabelecimentosde Ensino, S.A/IPAM

Table 3

RESPONSIBILITIES OF PARTNERS


Table 3 (cont.)

RESPONSIBILITIES OF PARTNERS

BODY RESPONSIBILITIES IN THE PROJECT

– Helping with the Handbook - Good Practices and trajectoriesfor success handbook

– Undertaking educational visits (Schools-Firms)– Producing articles to publicize the campaign - merchandising

line.

– Leader of Action 5 (DP)– Coordinating and producing the Website (National and

Transnational), including survey of requirements, analysis,developing the design and structure, developing the software,creating management tools for the site, support, maintenanceand allocation of development activities among those involvedin the project.

– Publicizing the Marketing Campaign at the level of Communi-cation and Information

– Consultant in Communication Plan and Strategy– Production, announcements and inserts.

– Informing and raising awareness of all Rotary Clubs aboutthe themes of the project, especially in the north and centreregions.

– It will appoint a project delegate in Rotary Clubs to explainthe basic concepts of the project to their members.

– The Fundação says it will place the Markthink project on theagenda of Rotary Club meetings.

– Will supervise media (outdoors, citylights (mupis), etc);– Will produce materials and stage Campaign events;– Will produce back-up for attendance at training actions.

Deficiprodut –Artesanato,Produção eComércio porDeficientes, Lda

Ricardo Teixeira –SoluçõesInformáticas,UNIP, Lda

CoimbraMunicipal Council

Fundação RotáriaPortuguesa

Audiodecor –Atelier dePublicidade, Lda


The project envisages two complementary ways ofpromoting conditions for the full integration into thelabour market of disabled people with added employ-ability problems:

• The Training Service

This will provide important content/training aswell as access to new technologies by disabled peopleand follow-up workers for this target group. This serv-ice will have three phases: recruiting; selecting, and,finally, training disabled people.

• The (Re)integration Service

Its priority will be the promotion of employability,facilitating the entry and/or return to the labour mar-ket of those with the greatest integration and reinte-gration problems with respect to a market that mustbe open to everyone.

It also places the training “Product” on the labourmarket, “opening doors” to the employability of disa-bled people.

This project is for two possible types of client:

• Client 1: Disabled Persons with additional em-ployability problems

• Client 2: Employers/Firms – potential clients.Employers do not yet belong to the Client port-folio of this project, as they are only regarded aspotential clients. More will be said about themlater in this Plan.

“The term disabled person refers to individuals in a statethat makes them incapable of advocating for themselves,wholly or partly, the needs for a personal or social or nor-mal life as a result of a congenital or other disability withrespect to their physical or mental capacities.” (UNO, 1981).

1.3The Service

1.4Client

Portfolio3

1.4.1 Profile of

client 1

3 Potential Beneficiaries.


“The Employability of a group of jobless people repre-sents the average instant likelihood of a member of that groupfinding employment” (Drancourt and Beger, 1995; cit.in: Parente et al, 1997).

In this regard, the clients (1) are: people in a statethat makes them incapable of advocating for themselves,wholly or partly, the needs for a personal or social or normallife, and who are simultaneously unemployed and have anaverage instant likelihood of finding a job.

Size: The client portfolio contains 130 disabled peo-ple, 85 male and 45 female. Their ages range between15 and 49, with a greater concentration in the youngergroup of 15 to 24 year-olds (96 people).

Associated disabilities: In this project, of thosewith special needs4, only those with a disability areapproached. For simplicity’s sake, therefore, theprocessing and classification of the client portfolio(Client 1) used the “table of disabilities” adopted bythe Instituto de Emprego e Formação Profissional (2000),given in Annex 3.

In the project’s client portfolio, the distributionaccording to type of disability is illustrated in Chart 1– Type of disability by person.

1.4.2Profile ofClient portfolio– Client 1

Chart 1 Type of disabilityby person

Source: NRC/APPC (2003 a)

Intellectual

Psychological

Hearing impairments

Visual impairments

Other organs

Mobility impairments

General sensoryfunctions and others

43

3 1 5

26

250

4 See Annex 2 – NEE.

Educational Qualifications: Regarding literaryqualifications, most have completed middle-school(43 people), 38 people have completed secondary


school and 31 people have completed primary school.But of the total of 130 disabled people, only one has auniversity degree and four have completed the uppersecondary level of education. And there are 13 peo-ple who have not completed the fourth year.

The EU regions with high levels of unemploymentor low average incomes deserve special attention infinancing decisions. The EQUAL programme hasemerged as a Community initiative (for the planningperiod of the structural funds between 2000 and 2006,co-financed by the European Social Fund) which isconcerned with measures to prevent and combatunemployment in such countries (EU).

In this context, the Markthink project is financedby the EQUAL Community Initiative Programme.

Under EQUAL (2001), then, the funding of actionsdeveloped is guaranteed by:

1. European Social Fund (ESF), in a proportionof 75% of public expenditure;

2. Social Security Budget or that of the bodiesthemselves (public law bodies), in a proportionof 20% of public expenditure;

3. Private contribution, in a proportion of 5% ofthe total cost of the projects)5.

The allocation of the overall DP budget to the threeEqual actions is as follows:

• Action 1 (conception): 129 767.89, or 4% ofthe total;

• Action 2 (development and assessment):1632 567.68, or 85% of the total, and

• Action 3 (dissemination): 181 861.70, or 11%of the total.

5 Regarding the third point, it should be noted that onlythree of the eight organizations belonging to the DP are not-for-profit.

1.5Financial

Resources


This mostly concerns the Equal Action 2. Thesources of funding listed only refer to this Action.

Table 4

SOURCES OF FUNDING FOR ACTION 2

SOURCES OF FUNDING

Financing sources 58 118.301 327 963.481 232 033.311 618 115.091

Funding from ESF 43 588.751 245 972.631 174 024.991 463 586.371

Public domestic funding 14 529.551 81 990.851 58 008.321 154 528.721

OSS 14 521.951 81 657.131 57 983.971 154 163.051

Other 7.601 333.721 25.351 366.671

Private funding 1 829.051 7 305.261 5 317.881 14 452.191

Total cost 59 947.351 335 268.741 237 351.191 632 567.281

2002 2003 2004 TOTAL

Fonte: Equal (2002)

Under Action 2, the total cost of the project for 2002was 159 947.35, while in 2003 the total cost reached1355 268.74, and for 2004 a cost of 1237 351.19 isanticipated. The cost structure of Action 2 has accord-ingly reached 1632 567.28.

With the Intervention Area of the Project being“Integrated trajectories for Guidance – Training –Inclusion”, mechanisms for Balancing Competences(BC) from the ANEFA (National Agency for AdultEducation and Training) have been used collectivelywith the DP Agents.

The initial profile of competences relating to eachof the bodies directly involved in this project isdescribed via the presentation of the Balance ofCompetences. This refers solely to the bodies involved,since the group of tasks inherent to the project isallocated to each of the bodies, and it is only in a laterphase that the jobs to be done are routed by thesebodies to their collaborators.

This tool is distributed to each partner, enablingthem to have a wider and better knowledge of theparties involved in the DP.

1.6HumanResources


–Kn

ow-h

ow in

AS

P de

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pmen

t;–

Know

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in S

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sign

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mun

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in p

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r, il-

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ting

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tion

,an

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hers

.

–Kn

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g ho

w to

dem

onst

rate

the

bene

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of u

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new

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hnol

o-gi

es;

–Ab

ility

to id

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y go

ods

and

serv

-ic

es r

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rem

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to

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–A

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to c

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–B

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evi

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ion

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;–

Abi

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to w

ork

in a

Tea

m a

nd in

c oll

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and

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ners

;–

Ab

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pla

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d s

up

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s epr

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ts a

t th

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onom

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–B

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abl

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iden

tify

and

expl

ore

the

pote

ntia

l of

gen

erat

ing

re-

sour

ces

from

the

pro

ject

in

the

med

ium

- and

long

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m.

—

KAM

AE

–Fi

rm

FBA

–Fi

rm

Tabl

e 5

RES

ULT

S O

F B

ALA

NCE

OF

COM

PETE

NCE

S V

IS-À

-VIS

TH

E PA

RTN

ERS

PART

NER

INIT

IAL

PRO

FILE

OF

COM

PETE

NCE

S

HIG

H D

EVEL

OPM

ENT

MED

IUM

DEV

ELO

PMEN

TLO

W D

EVEL

OPM

ENT


NR

C-A

PPC

–N

ot-f

or-p

rofit

Ass

ocia

tion

ENS

IGES

T –

IPA

M–

Fina

ncia

lad

min

istr

atio

n fir

m–

Hig

her E

duca

tion

Inst

itut

e

PART

NER

INIT

IAL

PRO

FILE

OF

COM

PETE

NCE

S

HIG

H D

EVEL

OPM

ENT

MED

IUM

DEV

ELO

PMEN

T

–Ca

paci

ty fo

r inn

ovat

ion,

cre

ativ

ity a

nd e

xper

imen

tatio

n in

the

ques

tfo

r new

sol

utio

ns, e

spec

ially

in te

rms

of q

ualif

ying

and

inte

grat

ing

disa

bled

peo

ple;

–H

avin

g a

body

of w

orke

rs w

ith

skill

s ap

prop

riat

e fo

r int

erve

ntio

ns;

–B

eing

con

stan

tly

conc

erne

d w

ith

soci

al is

sues

;–

Hav

ing

an i

nteg

rate

d an

d in

tegr

atin

g vi

sion

of

dev e

lopm

ent

byim

prov

ing

syne

rgie

s - i

nter

vent

ion

in p

artn

ersh

ip a

nd in

tran

sdis

-ci

plin

arit

y;–

Abi

lity

to p

rovi

de a

div

ersi

fied

rang

e of

goo

ds a

nd s

ervi

ces,

sui

ted

to th

e ne

eds

of c

usto

mer

s/de

stin

ees.

–Ca

paci

ty to

sup

ervi

se w

ork-

expe

rien

ce s

tude

nts;

–Te

chni

cal s

kills

in m

arke

ting

and

com

mun

icat

ion;

–Ca

paci

ty to

man

age

by s

kill;

–H

avin

g a

qual

ifyin

g or

gani

zati

on;

–Kn

owin

g ho

w to

mea

sure

resu

lts,

impa

cts

and

cust

omer

sat

isfa

c-ti

on le

vels

;–

Know

ing

how

to g

ener

ate

com

mun

icat

ions

;–

Cap

acit

y to

int

rod

uce

tra

nsp

aren

t c r

iter

ia a

nd s

tand

ard

s fo

ras

sess

ing

proc

edur

es a

nd re

sult

s;–

Know

ing

how

to p

rom

ote

and

mot

ivat

e gr

oup

wor

k m

etho

dolo

gies

and

prac

tice

s.

–Kn

owin

g ho

w t

o w

ork

in a

tra

nsdi

sci-

plin

ary

team

;–

Know

ing

how

to m

anag

e m

ater

ial a

ndhu

man

reso

urce

s ef

ficie

ntly

;–

Know

ing

how

to w

ork

in a

net

wor

k w

ithor

gani

zati

ons

in th

e so

cial

mar

ket;

–Kn

owin

g ho

w t

o m

obili

ze lo

cal a

ctor

s(d

ecis

ion-

take

rs,

firm

s) t

o t

ake

anac

tive

par

t in

proj

ects

, to

impr

ove

the

resu

lts

and

the

mul

tipl

ier e

ffec

ts.

–Ca

paci

ty to

pro

mot

e an

d m

otiv

ate

dis-

sem

inat

ion

of i

nnov

ativ

e p

ract

ices

,so

luti

ons

and

prod

ucts

;–

Capa

city

to

prom

ote

a cu

ltur

e of

per

-pe

tual

sea

rch

for a

nd id

enti

ficat

ion

ofop

port

unit

ies

to s

hare

and

exc

hang

eex

peri

ence

s.

Tabl

e 5

(con

t.)

RES

ULT

S O

F B

ALA

NCE

OF

COM

PETE

NCE

S V

IS-À

-VIS

TH

E PA

RTN

ERS


PART

NER

INIT

IAL

PRO

FILE

OF

COM

PETE

NCE

S

HIG

H D

EVEL

OPM

ENT

MED

IUM

DEV

ELO

PMEN

TLO

W D

EVEL

OPM

ENT

Aud

iode

cor

–Fi

rm

Def

icip

rodu

ct–

Firm

–Ca

paci

ty to

org

aniz

e pr

oced

ures

,ta

king

into

acc

ount

the

gene

ratio

nof

val

ue fo

r the

cus

tom

er;

–Ca

paci

ty t

o ad

apt

to n

ew s

itua

-ti

ons/

chal

leng

es.

–Ca

paci

ty t

o cr

eate

jobs

for

dis

a-bl

ed p

eopl

e;–

Capa

city

to

soci

ally

int

egra

te a

disa

bled

per

son.

–Ca

paci

ty t

o si

mpl

ify p

r oce

sses

/p

roce

du

res

and

mak

e th

emfle

xibl

e;–

Capa

city

to m

easu

re re

sult

s an

dle

vels

of s

atis

fact

ion

of it

s se

vera

lta

rget

pub

lics.

–K

no

win

g h

ow

to

mak

e o

ther

busi

ness

men

aw

are

of h

ow t

oin

tegr

ate

disa

bled

peo

ple

into

thei

r com

pani

es;

–Ca

paci

ty to

sho

w th

at a

dis

able

dp

erso

n is

cap

able

of

hand

ling

high

man

agem

ent

resp

onsi

bili-

ties

;–

Capa

city

to g

ive

voca

tion

al tr

ain-

ing

to d

isab

led

peop

le

—

–Ca

paci

ty t

o ra

ise

awar

enes

s of

youn

ger p

eopl

e ab

out t

he s

ocia

lus

eful

ness

of f

irm

s an

d th

e di

sa-

bled

.

Tabl

e 5

(con

t.)

RES

ULT

S O

F B

ALA

NCE

OF

COM

PETE

NCE

S V

IS-À

-VIS

TH

E PA

RTN

ERS


PART

NER

INIT

IAL

PRO

FILE

OF

COM

PETE

NCE

S

HIG

H D

EVEL

OPM

ENT

MED

IUM

DEV

ELO

PMEN

T

Fund

ação

Rot

ária

Port

ugue

sa–

Not

-for

-pro

fitA

ssoc

iati

on

Coim

bra

Mun

icip

alCo

unci

l–

Publ

ic B

ody

–Ca

paci

ty fo

r tea

m w

ork

—

–Ca

paci

ty fo

r tea

m w

ork

–Ca

paci

ty to

dis

sem

inat

e in

form

atio

n by

mai

l;–

Capa

city

to d

isse

min

ate

info

rmat

ion

thro

ugh

new

slet

ter;

–Ca

paci

ty to

dis

sem

inat

e in

form

atio

n th

roug

h In

tern

et s

ites

;–

Capa

city

to d

isse

min

ate

info

rmat

ion

thro

ugh

Rota

ry C

lub

mee

ting

s;–

Capa

city

to m

ake

busi

ness

men

and

sel

f-em

ploy

ed p

eopl

e aw

are

of th

epr

ojec

t the

me;

–Ca

paci

ty to

mak

e sc

hola

rshi

p st

uden

ts a

war

e of

the

proj

ect t

hem

e.

–Ca

paci

ty t

o pr

omot

e in

tern

al p

arti

cipa

tion

, op

tim

izin

g it

s re

sour

ces;

–Kn

owin

g ho

w to

acc

ept p

roje

cts

that

gen

erat

e sa

tisf

acti

on fo

r peo

ple;

–Kn

owin

g ho

w to

reco

gniz

e th

e de

gree

of i

nnov

atio

n of

feas

ible

pr o

ject

s.

Tabl

e 5

(con

t.)

RES

ULT

S O

F B

ALA

NCE

OF

COM

PETE

NCE

S V

IS-À

-VIS

TH

E PA

RTN

ERS


This Plan will only survey existing physical resources,not their quantity. In other words, these resourceswill only be subjected to a qualitative analysis.

To some extent, the resources concern the districtsinvolved in the project, that is, Aveiro, with an areaof 200 sq km, and Coimbra, with an area of 319 sq km.

A more detailed profile is given in Chapter 2.5 –Community.

An important Physical Resource that must be men-tioned is the Quinta da Conraria, which belongs tothe NRC/APPC. This is sub-divided into three “Quin-tinhas”: The Quinta Pedagógica, the Quinta Aventuraand the Quintinha Biológica.

Countless Physical Resources are associated withit. We can see the resources associated with the Quintada Conraria in the Tables that follow:

1.7Physical

Resources

1.7.1Aveiro and

CoimbraDistrict

1.7.2Quinta da

Conraria

– Greenhouses– Aromatic plants– Vegetables– Implements, seeds and tools– Irrigation systems– …

– Stables– …

– Workshops (Arraiolos carpets, weaving,plastic arts, woodwork, ironwork, music,traditional games and photography).

– Different Ecosystems, from River to Forest.– …

Table 6

QUINTA PEDAGÓGICA (LEARNING FARM)

PLACE ACTIVITIES PHYSICAL RESOURCES

Quinta Pedagógica

– Farming

– Animalhusbandry

– Recreation


– Greenhouses– Plants– Implements– Seeds– Tools– Irrigation systems– …

Table 7

QUINTINHA BIOLÓGICA (ORGANIC FARM)


Organic Farm – OrganicFarming

Table 8

QUINTA AVENTURA (ADVENTURE FARM)


AdventureFarm

– 2-seater Rotomund Kayaks– Life-jackets– Paddles– Rescue lines– River

– Semi-automatic markers– Thermal mask– Ammo box with 200 balls– Overalls– Physical space on the farm

– Giant Boulder Rigid FrameMountain bikes

– Road book– Provisions– Physical space on the farm

– Physical space on the farm

GENERAL PHYSICALRESOURCES

– Canoeing

– Paintball

– ATB

– Guidance– Integrated

programmes

– Vehicles– Canteen– Kitchen– Accommodation

(Hotel and Bed& Breakfast– 20 people)

– CampsiteQuarters


The resources belonging to the project also refer tothe facilities of each partner.

In the case of Coimbra Municipal Council, it isimportant to highlight the provision of media allowing‘above the line’ communication about the project,specifically some Outdoors slots and Citylights in thecity of Coimbra.

1.7.3Facilities and

Partners’Resources

2 EXTERNAL ANALYSISOF THE PROJECT

EQUAL is a Community Initiative for the StructuralFunds 2000 to 2006 programming period, which arosefrom the Community Initiatives of EMPREGO andADAPT (1994-1999), in the sphere of human resourc-es development. Co-financed by the European SocialFund (ESF), it provides measures to prevent and fightunemployment by promoting the development of hu-man resources and fostering equal opportunities forall in entering the labour market and keeping their job.

Its priority is to try and help people who are victimsof the worst forms of discrimination (linked to sex,race, ethnic origin, religion or beliefs, disability, age,sexual orientation) and inequality. It works on targetpublics, and also on the development of agents andfirms/organizations. This is because it believes thatyou cannot have the sustained integration of weakgroups when there are no solid, competitive organi-zations assuming their social responsibility.

“EQUAL affords a test bed for the development of newways to launch policies relating to the labour market.”(EQUAL – Sobre a Equal6).

It expends its energy on trying out new ideas thatare openly related to national political priorities.

It is especially striving to cooperate in actions thatinvolve the European Employment Strategy (and, inPortugal the National Employment Plan), by meansof projects defined under the following areas of inter-vention (EQUAL – About Equal)7.

2.1Equal

6 https://www.equal.pt/7 https://www.equal.pt/


Areas of Intervention:

1. Priority 1 – Employability

– Area of intervention 1.1.1. – Integratedguidance-training-inclusion routes

– Area of Intervention 1.2.1. – Prevention ofracial and ethnic discrimination

2. Priority 2 – Entrepreneurship3. Priority 3 – Adaptability4. Priority 4 – Equal opportunities for Women

and Men5. Priority 5 – Asylum seekers

There are countless Community projects in Europetargeting different issues. The Table below summarizesthe distribution of DPs by country, on 6 November2003.

2.1.1Equal Projects

Table 9

DP ALLOCATION BY COUNTRY AND THEME

Germany 45 7 8 8 10 13 5 5 8 109

Belgium(Dutch-speaking)

10 1 1 3 3 0 0 1 2 21

Belgium (French- andGerman-speaking)

17 0 5 0 10 0 3 0 1 36

Denmark 10 0 0 0 4 0 0 4 1 19

Spain 48 7 25 0 0 23 20 32 1 156

Finland 14 5 0 6 0 9 0 2 1 37

France 66 22 23 28 35 28 25 0 4 231

Greece 11 3 6 5 5 5 0 4 1 40

Holland 29 3 13 6 15 6 12 8 6 98

Hungary 5 0 0 0 0 0 0 0 0 5

Ireland 10 0 3 0 5 0 2 0 1 21

1A 1B 2C 2D 3E 3F 4G 4H 5 Total

8 9EXTERNAL ANALYSIS OF THE PROJECT

There are nineteen geographic areas in Europe,and nine thematic fields tackled by the Equal Com-munity programme. There are 1 357 projects focusingon various issues ongoing in Europe, and the Mark-think project is embraced by the first theme – Em-ployability – (Re) Integration to the Labour Market –the Equal theme most tackled by the European nations.

Portugal, with 105 projects, is fifth in the list ofcountries with the most Equal Community projects.The list is topped by Italy, with 279 projects, whileLuxembourg is at the bottom, with only 3 projects.

Table 9 (cont.)

DP ALLOCATION BY COUNTRY AND THEME

1A 1B 2C 2D 3E 3F 4G 4H 5 Total

Italy 84 7 0 71 81 0 0 34 2 279

Luxembourg 1 0 0 0 0 0 1 0 1 3

Portugal 30 5 23 6 5 25 5 5 1 105

UK-Northern Ireland 5 0 0 0 0 0 0 1 0 6

UK-Great Britain 23 9 9 8 15 5 0 4 3 76

Czech Republic 4 1 2 0 1 1 1 0 0 10

Sweden 17 0 6 0 15 0 0 5 3 46

Austria 21 8 0 12 3 0 0 12 3 59

Total 450 78 124 153 207 115 74 117 39 1357

Source: Equal – Common Database (ECDB)

Thematic fields:

1A: Employability – (Re-)integration to the labour market

1B: Employability – Combating racism

2C: Entrepreneurship – Business creation

2D: Entrepreneurship – Social economy

3E: Adaptability – Life long learning

3F: Adaptability – Adaptation to change and NIT

4G: Equal opportunities – Reconciling family and professional life

4H: Equal opportunities – Reducing gender gaps and desegregation

5: Asylum seekers


In the context of People with Special Needs8 (PSNs),this project specifically targets people with disabilities.After a lengthy inquiry, it was found to be impossiblefor this Plan to deal with the position of (only) Disa-bled People in the labour market, and so the positionof People with Special Needs in that market will bepresented in this sub-Chapter.

Since the end of the 1980s, the emphasis on activepolicies has led to a new combination of measuresand to a new perspective in relation to the integra-tion of People with Special Needs in Portugal, achievedthrough work, and implying a more integrated, job-centred approach.

Portugal is still going through a period in which itis important to combine intervention policies at thelevel of old and new social and economic problems,that is, policies capable of simultaneously innovatingand sustaining in relation to the social pillars in variousareas.

Today we can see an improvement and moderni-zation of social policies in Portugal and these haveaffected the domain of policies for the disabled, espe-cially in terms of the goal of overcoming the dearthand insufficiency of public policies (European Com-mission, 2000).

The Position of People with Special Needs (PSNs) inrelation to the labour market will be analyzed on thebasis of a study sponsored by the European Commis-sion (2000). Since there is no concrete informationon how unemployment affects PSNs, it has onlybeen possible to obtain indirect information on thisissue.

2.2.1Situation ofPeople with

Special Needsin the Labour

Market

2.2Market

Analysis

8 People with physical, sensory, intellectual and emotionalproblems (Correia, 1999).


According to a national survey on PSNs (conductedbetween 1993 and 1995) (QUANTI):

• There are 905 488 PSNs in Portugal, representing9.16% of the population (close to the averageestimated by the EU).

• There is a growing number of people who sufferat least “one special need” during their lives.

According to the European Commission (2000):

• Comparing the years 1996, 1998 and 1999, therate of unemployment saw a significant fallamong PSNs (from 32.9% in 1998 to 24.06%in 1999).

• In 1999, of a total of 905 488 PSNs, 3300 hadsought a job (2082 men and 1218 women).

• In the same year, a total of 2255 people withmental disability or movement impairment wereunemployed.

In this context, the disabled population comparedwith the general population showed, in the three-year period (1995, 1998, 1999):

• A (more) positive rate of change in terms ofemployment, except for those PSNs who onlyhad one occupation. This is because this condi-tion requires greater attention on the part ofeveryone, and needs a greater effort (exigency)from employers. For example: It could requirecomplete adaptation of the place of work of thesepeople9;

• 52% of men and 47% of women “are askingfor” a job for more than 12 months, and,

• 72% have not completed compulsory education,and only 2.5% have middle or higher education.

9 Depending on the nature of the disability.


Despite some changes in Portugal, employment isstill a delicate issue in relation to PSNs due to a com-bination of factors, in particular socio-institutionalfactors. Portugal belongs to what is known as the“Social Welfare Family of European Countries”, whichhave a number of institutional features in common,such as: low level of public funding; restricted ben-efits; poor levels of awareness of social rights, andsupport that is important but badly organized, basedon families, community and voluntary initiatives.

Satisfying Demand: Around 17% of the populationof Europe as a whole and about 15% of the working-age population are either disabled or have a chronicillness, and only 6% of the working-age populationasks for the social assistance available to the disabled.(European Foundation for the Improvement of Livingand Working Conditions, 2003)10. Moreover, althoughin 1999, 6 641 people were involved in local projectsin the context of the “Social-economic Integration ofPeople with Special Needs”, there is still a great dealto be done at the level of socio-professional integrationand the promotion of equality vis-à-vis the employ-ability of this population. Thus, supply has not yetmatched demand, there being “many Customers” stillto be catered for (European Commission, 2000).

Market Concentration: The market is geographi-cally dispersed for, although the centre region is theone with the highest incidence of people with dis-abilities in Portugal (6.7%), the institutions that assistthem and the projects related to them cover the wholeof the Portuguese territory.

2.2.2 Satisfying

Demand andMarket

Concentration

10 www.eurofound.eu.int.publications/files/EF0332PT.pdf


The market is fragmented, and has a customer seg-ment with individualized interests and attitudes. Thissegment is made up of People with Special Needs, thatis, people with physical, sensory, intellectual and emotio-nal problems (Correia, 1999), who are keen to (re)enterthe labour market, in particular disabled people.

There are certain indicators that can characterize thecase of disabled people with respect to their difficultyin (re)entering the labour market.

Figures for the work situation of disabled peopleaged over 15 (numbering 601 583 in 2001) indicate alow rate of activity (29%), and reveal a high rate ofunemployment (9.5%) in relation to the populationof Portugal (Abrantes, 2003).

According to the European Commission (2000)there are limitations that do not contribute positivelyto enhancing the employability of Disabled Persons,especially:

– In the disparity of existing measures betweencurrent policies, programmes and projects. Thisis due to overlapping legislation and failure toimplement policy measures.

– In the care not to ignore the fact that the flexi-bility and appropriateness of projects and exper-iments could become a risky means of directing,running and accessing policies on the most vul-nerable groups, and,

– In the active policies on employment (especiallyin the specific area of People with Special Needs),which require major investment in improvingthe qualifications of professionals.

Portugal, in fact, lays great emphasis on the publicagents of supposedly limited Resources. The countryis in a situation where basic needs still require a greatdeal of attention.

2.2.3Degree ofMarkethomogeneity

2.2.4Difficulty ofpenetratingMarket


According to Roque Amaro (1998)11, Portugal hasprojects of all kinds, prompted by the widest range ofinitiatives:

Community programmes like “LEADER”, “LEDA”,“INTERREG”, “Télématic”, “Pobreza”, and so forth;domestic programmes like “Luta contra a pobreza”(Fight against poverty); urban; suburban and ruralones; working with children, adolescents, women, theunemployed, the disabled, the elderly (...); startingfrom initiatives by institutions such as Social Security,Universities, Schools, Health Centres, Adult Educa-tion, Local Authorities, Private and EntrepreneurialAssociations, Citizens, and so forth. They involve avariety of areas, such as tourism, agriculture, educa-tion, health, environmental protection, etc.

According to the European Commission (2000),there are three programmes with a meaningful im-pact at national level, and these are: Helios, Hori-zon and Integrar. The first is linked to the nationalnetwork of centres for the adequate disseminationof information, mostly for People with Special Needs.

One hundred and twenty-six projects have beendeveloped under the second (almost 50% of them inthe domain of vocational initiatives and employmentfor people with special needs). Since 1997, the“Operational intervention” – Integrar, is top of theinitiatives in the sphere of training for people withspecial needs that was previously organized by theInstitute for Employment and Vocational Training.

The different Local Development projects and initia-tives exhibit quite distinct features, and this is one oftheir best qualities. Nevertheless, as Roque Amaro(1998) says, it is possible to identify ideas (forces)which, if not unavoidably present in them all, can atleast be found in the great majority.

11 www.in-loco.pt/inloco/Public/red_ed19.htm

2.3Analysis of the

Competition

2.3.1National/European

Competition

2.3.2Profile of

Competition


– They favour a local/community presence andimpact;

– They encourage the participation of people andaim to stimulate and mobilize the existing capa-cities for initiative in local communities;

– In general, their goal is integrated developmentand a multidisciplinary approach;

– They prioritize the more marginalized areas oftoday’s societies.

According to Roque Amaro (1998), these projectshave quite a wide range of potentialities, but they alsohave certain limitations. Table 10 – Chief potentiali-ties and limitations of the Competition summarizesthe situation.

– Closeness to the problems andeasier identification of the com-munities’ needs;

– Possibility of responding to situ-ations of marginalization and tolocal crises that escape a macroreading;

– More direct identification andmobilization of existing capacitiesand potentialities;

– Challenge to inter-institutionalcooperation, from the outset;

– Strengthening the logic of private-private, private-public, public-public “partnership”;

– Laboratory of experiences and in-novative solutions;

Table 10

CHIEF POTENTIALITIES AND LIMITATIONS OF THE COMPETITION

LIMITATIONSPOTENTIALITIES

– Difficulty in achieving the goal of expandingthe participation of the communities em-braced by the projects;

– Lack of interaction by some groups or teamspromoting the initiatives;

– Tendency to “localism”;

– Excessive personal protagonism in runningand managing some projects;

– Lack of resources (Financial, Human, Mate-rial, etc.);

– Excessive reliance on the outside (in termsof ideas, human resources, markets, etc.);

– Excessive control by the Public Administra-tion;

– Difficulty in adopting an interdisciplinaryperspective, due to lack of experts in someareas;


After analyzing the secondary data, it is possible toidentify some aspects/demands leading to the identi-fication of the needs of the (almost 634 thousand)cases of disability in Portugal.

Disabled people are confronted with obstacles aswell as architectural and social barriers, not only toget and keep a job, but also to find accessible transport,access places, education and training, to engage in aprofessional activity, to get involved in a social collec-tive activity, not to mention physical access to build-ings. They demand equal opportunities and access toall the resources of society, to knowledge, inclusiveeducation, new technologies, health and socialservices, sports and leisure activities, consumer goodsand services (Declaration of Madrid; cit. in: RevistaIntegrar, 2003).

Disabled people are regarded as the exception andnot as part of a whole, and they do not enjoy equal

Table 10 (cont.)

CHIEF POTENTIALITIES AND LIMITATIONS OF THE COMPETITION

LIMITATIONSPOTENTIALITIES

Source: Amaro (1998)

2.4Consumer

Profileexpected by

the Project

2.4.1Disabled

Persons withadditional

employabilityproblems

2.4.1.1Needs of

people withdisabilities

– Integration of quantitative andqualitative scales of develop-ment;

– Adoption of new and more decen-tralized mechanisms for regulatinglocal conflicts and divergences;

– Approximation of more participa-tive dynamics;

– Alternatives to the traditionalState-Market dichotomy;

– Challenge to the State to becomean essential partner.

– Little liaison with research groups andcentres;

– Inadequate economic and management bas-es appropriate to projects of this type;

– Inadequacy of some programmes (vocationaltraining, for instance) in relation to the char-acteristics of the populations and situationsto which the projects should respond;

– Shortage of capacity for initiative in someintervention areas;

– The criteria and assessment indicators usedby those in charge of the projects and by thedecision-makers of the programmes underwhich they are initiated are unsuited to thelogics of the projects.


opportunities. There is no consciousness-raising in thewider public: stereotypes are not disputed; negativeattitudes, preconceptions and stigmas are not refuted.

In a study designed to analyze the possibilities ofencouraging discussion and promoting the socialinclusion of people with chronic physical or mentaldisabilities, the European Foundation for the Improve-ment of Living and Working Conditions (2003) con-cluded that:

“Physical, legal and administrative barriers forthese groups persist. Many live in poverty. People withchronic illness and disabilities are frequently regardedsolely as objects of care. Segregation starts at an earlystage with children often pushed into parallel educa-tion networks or otherwise excluded from maistreamsociety.”

Once again according to the European Foundationfor the Improvement of Living and Working Condi-tions (2003)12, the rate of non-participation in thelabour market of disabled people is twice that ofthe non-disabled in the working-age population. Fur-thermore, the rate of unemployment amongst peoplewith a serious illness or severe disability is almostthree times higher than amongst those without adisability.

As mentioned above, disabled people have, by theirvery nature, quite heterogeneous needs. Their basicneeds are compromised as soon as equal opportuni-ties are affected. But, as was confirmed earlier, theNRC/APPC (and other similar institutions) can meetthe first three categories of needs proposed by Maslow

12 www.eurofound.eu.int.publications/files/EF0332PT.pdf:European Foundation for the Improvement of Living and Work-ing Conditions (2003) – Illness, disability and social inclusion,Diversity: an opportunity for Europe - the Foundation’s themefor 2003. Available on [25 September 2003 at 10.00 am].

2.4.1.2.Difficulties inthe LabourMarket

2.4.1.3MaslowPyramid– DisabledPersons


(cit. in Lindon et al, 1999), that is, those needs relatedto an individual’s survival (physiological), the needto be protected (security), and the need to feelaccepted by the family and the group of people withwhom the individual lives and interacts. See the pyra-mid below:

13 www.eumed.net/cursecon/2/necesidades_sociales.htm orhttp://saltalamacchia.com.ar/bibliografia/las_necesidades.pdf:

Figure 4Maslow Pyramid

– Disabled Persons

2.4.2Employers/

Firms

Source: Adapted from MARTÍNES (2001)13

FULFILMENT – Need for self-fulfilment

ESTEEM – Need for self-esteem

BELONGING – Need for social acceptance

SECURITY – Need for security

PHYSIOLOGICAL – Physiological needs

Direction of needs evolution

From Maslow’s point of view, the last two catego-ries of needs – Esteem and Fulfilment – are the hardestto satisfy. It is exactly these needs that could be satisfiedby Markthink-type projects. They can satisfy thesepeople’s desire to be accepted by others and by them-selves (self-esteem) – Need for esteem – recognizingtheir capacities and seeing this same recognition inothers. Projects of this kind also allow the need forpersonal fulfilment to be met – Need for fulfilment.

For conditions of employability to be achieved foryoung disabled people, another target of this projecthas to be examined – employers (employers/firms inthe Centre Region). Markthink aims to produce em-ployability conditions for young disabled people sothat they can enter the labour market and be includedin firms according to their skills, while the firms/em-ployers could benefit from Competitive Advantages.So we will now look at the profile of employers andfirms in the Centre Region.


According to data from the Instituto Nacional deEstatística (1998), there are 20 864 companies in theCentre Region, which is 14% of Portuguese compa-nies. Table 11 – Sectors and Number of Companiesin the Centre Region gives the distribution of com-panies by sector of activity.

The groups referred to above employ a total of 293527 people (13.4% of the total in Portugal), with theManufacturing Industry being the one employing thegreatest number of people (157 097) in the CentreRegion, accounting for 58% of the jobs there.

On the opposite side of the fence we have the Ex-tractive Industry, which employs the smallest numberof people in this Region, 2 391 or 0.81% of all jobs inthe Centre Region.

Chief reasons for not hiring: Based on an analysis ofsurveys conducted through a questionnaire sent toemployers in the Districts of Aveiro and Coimbra, firmswhich had never hired disabled people generallyblamed this on the fact that no disabled people hadapplied for jobs. These results confirmed those from a1995 survey (Quindef-HORIZON14), which used a

2.4.2.1Businesssectors in theCentre Region

Table 11

SECTORS AND NUMBER OF GROUPS IN THE CENTRE REGION

SECTORS

Extractive Industry 219

Manufacturing Industry 7219

Electricity, Gas and Water 44

Construction and Public Works 4345

Catering and Accommodation 3100

Transport, Warehousing and Communications 1884

Property, Hiring and Services, Provisions to Firms 4053

NUMBER OF COMPANIES

Source: INE (1998)

2.4.2.2Employers/Firms VsDisabledPersons

14 EQUAL (2002)

100 SOCIAL MARKETING

sample of 300 firms from the districts of Aveiro,Coimbra and Viseu and had a response rate of 96%(carried out by NRC/APPC). In this, 86% of employerssaid that no disabled people had ever approached themwith a view to being employed.

Possibility of hiring: Asked about the possibilityof the firm hiring disabled people, most (56%) said itwould really depend on the disability and the dutiesinvolved.

Knowledge of legislation: Most (50%) business-men only had the vaguest knowledge or none at all(20%) about the body of legislation and support forthe integration of disabled people into the labourmarket. This figure yet again confirmed the informationfrom the surveys carried out earlier on firms in theRegion (Quindef 95), in which 71% of respondentssaid they knew nothing about incentives to employdisabled people (in this context, 50% expressed aninterest in learning about them).

The results of the diagnostic phase showed thatthere is no logic of true partnership among bodies,State, Employers and the disabled themselves. With-out a doubt, it is the employers who are the forgottenpartners in this whole process.

The preceding analysis shows that there are firms thathave never employed a disabled person. This meansthat, from the outset, to survive, feel secure, beaccepted and enjoy success, these firms did not needto have disabled people in their workforce.

FULFILMENT – Need for self-fulfilment

ESTEEM – Need for self-esteem

BELONGING – Need for social acceptance

SECURITY – Need for security

PHYSIOLOGICAL – Physiological needs

Direction of needs evolution

2.4.2.3Maslow

Pyramid –Employers

Figure 5Maslow Pyramid

– Employers

Source: Adapted from MARTÍNES (2001)

101EXTERNAL ANALYSIS OF THE PROJECT

From Maslow’s point of view, the last two catego-ries of needs are the hardest to satisfy. But by em-ploying disabled people, employers will satisfy theselast two, boosting their satisfaction of the need forEsteem and stimulating the need for Fulfilment.

The first will be boosted at the level of acceptability(of the employers) by others (workers, customers andthe general public), and by themselves. In addition,the integration of disabled people into firms meansthat the employers will do their best (being able to)and will stimulate their own feeling of “self-fulfil-ment” – satisfying the need for personal fulfilment.

Another survey was developed by the project. Thiswas a questionnaire sent to employers in the Districtsof Aveiro and Coimbra (Markthink, 2003) of whom,at the time this document was being prepared, onlyeight had responded. For this group of employers,the most glaring gaps in training are centred on thepoor skills and qualifications of disabled people. Thetraining aspects most valued by these employers/firms are thus the qualifications of their workers andthe capacity they have to perform tasks and takeon responsibilities. On the other hand, the aspectsregarded as most negative in a worker are their rela-tional skills, that is, difficulties in relating and lack offlexibility.

In terms of employers/firms that do have disabledworkers among their staff (6 firms) and with respectspecifically to their assessment of these workers’(average) performance, it can be said that there arevariables which are considered very satisfactory (byover 50% of those surveyed), and these are: capa-city to communicate, willingness, relationship withwork colleagues and relationship with hierarchicalsuperiors.

Variables in the performance of disabled workersthat are considered merely satisfactory (by over 50%of those surveyed) include Application of theoreticalknowledge, capacity for innovation, capacity for prob-

2.4.2.4Employers’assessmentof theperformanceof disabledpersons


lem-solving, capacity for group work, worries aboutsalary earned, quality of work done, quality of workoutput, acceptance of criticisms and suggestions, ca-pacity for leadership and multi-tasking.

There was no performance variable for disabledworkers that more than 50% of those surveyed re-garded as not very satisfactory. Finally, three variableswere considered not at all satisfactory, according to asingle response, and these were, capacity for oralexpression, capacity for written expression, capacityfor leadership.

On the whole, seventeen of the twenty-seven re-plies (about 63%) were satisfied with the perform-ance of the employees, in various aspects. There wasjust one question to which the businesspeople tendedto give a negative response, and this was the capacityfor oral expression.

The District of Aveiro has an area of 200 sq km and aresident population of approximately 73 thousand. Ithas 14 parishes and 2430 companies, whose turno-ver totals around 1775 640 euros. Around 2% of thesecompanies operate in the primary sector, 24% in thesecondary sector (with metallurgy, metalworking,transport equipment, ceramics, paper, graphic arts,agri-foods and wood) and 74% in the tertiary sector,which dominates the economic activity of the district(a higher percentage than the national average)(Equal, 2002).

The overwhelming importance of a university cam-pus should also be noted. The University of Aveiro islinked to the business world and provides a source ofhighly specialized labour for sectors such as electron-ics and telecommunications.

The district of Coimbra occupies an area of 319 sq kmand has a resident population of about 149 thousand.It contains 31 parishes, with an average area of 10.3sq km per parish. There are 4 086 firms in the district,

2.5 Community

2.5.1Aveiro

District

2.5.2Coimbra

District


with a total turnover of about 2 493 989 euros. 1% ofthese are in the primary sector, 19% in the secondaryand 80% in the tertiary sector. Coimbra is the thirdlargest city in Portugal and is certainly the most terti-arized, being a university city par excellence (Equal,2002).

First of all, it must be said that the legal rules relatedto disabled people are many, varied and very oftenoverlapping.

The legislation on disability and rehabilitation islisted in Annex 4. You can thus access such variedtopics as: Politics; Health; Education; Employment;Social Security; Accessibility; Taxation; Technical As-sistance; Associations; and others.

A draft bill for the disabled was published on 27November 2003. This defines the general basis of thelegal system for the safety, qualification, rehabilita-tion and participation of disabled people:

According to a statement from the Council of Min-isters, “this draft bill aims to establish a modern legalframework suitable for dealing with the specific re-alities of a disabled person (…) it contributes to rais-ing the awareness and increasing the involvement ofevery individual and institution (…) in a logic of joint-responsibilization and shared responsibilities” (Gov-ernment of the Portuguese Republic, 2003)15. Thehighlight is the establishment of an employment quotafor disabled citizens. If the draft bill becomes law, allfirms of a certain size (to be defined) and larger willbe forced to have at least 2% of disabled people amongtheir employees. The fines stipulated in the law, lev-ied on firms that do not comply with it, will be usedto set up a fund to help the disabled. In addition tothis, the government undertakes to supervise thequota of 5% of disabled in the Public Administration(Lopes, 2004).

2.6Macro-environmentalAnalysis

2.6.1Legal Rules

15 www.governo.gov.pt/pt/Conselho+de+Ministros/Comu-nicados/200031117.htm:


According to the figures in the 2001 Census, Portugalhas a resident population of 10.3 million people, andthere are 634 408 disabled people, which is a ratio of61.3 per thousand people.

Considering the disabilities specified in the 2001Census, visual impairment is the one that affects mostpeople: 15.8 per thousand. Motor disability comessecond, with a very similar figure of 15.1 per thou-sand. Meanwhile, some of those counted did not iden-tify their disability under the terminology and defini-tions of the Census. The group of people withunspecified disabilities represents 13.9 people perthousand (Abrantes, 2003).

Of the people counted, who had a disability, thehealth authority ascribed a degree of incapacity to 294936 (46.5%). In this group, 27.6% had a 60% degreeof incapacity or more (Abrantes, 2003).

Table 12 – Population totally disabled and witha degree of incapacity – shows the total populationwith a disability and ascribed a degree of incapacity.

2.6.2Demographic

Factors

2.6.2.1Disabled

Populationin Portugal

Table 12

TOTAL DISABLED POPULATION AND WITH A DEGREE OF INCAPACITY

Total disabled population 634 408

Population not ascribed a degree of incapacity 339 472

Population with less than 30% incapacity 56 110

Population with 30-50% incapacity 63 465

Population with 60-80% incapacity 101 513

Population with more than 80% incapacity 73 848

Source: INE, 2001

The regional distribution of the disabled populationfollows that of the population in general, and there isan acceptable uniformity in the relation between thenumber of disabled people and the total populationin the regions. The fluctuations in this relation go from47 people per thousand population (lowest value),in the Autonomous Region of the Azores, to 67 perthousand in the Centre Region (highest value)(Abrantes, 2003).

2.6.2.1.1Regional

Distributionof Total and

DisabledPopulation


In the North of mainland Portugal, the rate of dis-ability is lower, as is the importance of the elderly inthe population (14.1%). The region with the greatestnumber of elderly people is Alentejo, with 23.6% ofthe population aged over 64. But it is not the regionwith the highest rate of disability, which is the Cen-tre, whose population over 64 years of age is 19.7 ofthe total (Abrantes, 2003).

The total number of women in mainland Portugal ishigher than the total number of men. But the totaldisabled male population is higher than the total fe-male population in the same situation: 6.68% for men,and 5.61% in the case of women. Thus, in Portugalthere are more disabled men than women, in a ratioof 111.1 men to each 100 women (Abrantes, 2003).

The predominance of men is also observed in mostkinds of disability. It is more marked in people withmotor disability, where there are 131.7 men for each100 women. However, among those with visual im-pairment, the opposite is true, with 90.7 men for each100 women with this type of disability (Abrantes,2003).

See the Table below:

2.6.2.1.2Situationaccordingto the genderof Portugal’sdisabledpopulation

2.6.2.1.3Situationaccordingto the agesof Portugal’sdisabledpopulation

Table 13TOTAL POPULATION, DISABLED POPULATIONAND RATES OF DISABILITY

Total 10 355 824 634 408 6.13%

– 16 years 1 784 125 38 877 2.18%

16-24 years 1 352 106 47 886 3.54%

25-54 years 4 396 336 228 687 5.20%

55-64 years 1 121 137 106 211 9.47%

+ 64 years 1 702 120 212 747 12.50%

TOTALPOPULATION

RATE OFDISABILITY

NUMBER OF DISABLEDPEOPLE

Source: INE, 2001


Increasing disability with age is reflected in theabove results. And so, while 2.18% of people agedunder 16 are disabled, the percentage rises to 12.5%for the over 64 year-olds (Abrantes, 2003).

Figures for the work situation of disabled people agedover 15 (numbering 601 583) indicates a low activityrate (29%). The highest rates of activity according totype of disability are found in the population withnon-specified disabilities (around 75%), visual impair-ment (43.1%) and hearing impairment (37.7%)(Abrantes, 2003).

Of the disabled population aged over 15, those notliving off earned income – the majority (55.6%) – arepensioners or retired, and a significant number(11.9%) are dependent on their family.

2.6.2.1.4Work situation

of Portugal’sdisabled

population

2.6.2.1.5Chief means

of supportof Portugal’s

disabledpopulation

Total 597 988 100%

Work 149 477 24.99%

Income from property and companies 309 0.05%

Unemployment allowance 9 545 1.60%

Temporary allowance for accident or occupational illness 10 060 1.68%

Other allowances 1 266 0.21%

Minimum guaranteed income 5 811 0.98%

Pension, retirement 332 297 55.57%

Social assistance 9 701 1.62%

Supported by family 70 940 11.86%

Other sources of income 8 582 1.44%

Source: INE, 2001

Table 14

THE CHIEF MEANS OF SUPPORT OF DISABLED PEOPLE IN PORTUGAL

%NUMBER


According to data from the SNRIPD (National Secre-tariat for the Rehabilitation and Integration of Disa-bled People)16 there are 77 333 people in Coimbra and61 605 in Aveiro with some kind of incapacity/disa-bility. Chart 2 illustrates the distribution of people withsome incapacity/disability in the Coimbra and AveiroDistricts.

2.6.2.2DisabledPopulation inCoimbra andAveiro Districts

2.6.2.2.1Number ofDisabledPeople

Chart 2Distribution ofpeople with someincapacity/disability in theCoimbra and AveiroDistricts

Source: SNRIPD (National Secretariat for the Rehabilitationand Integration of Disabled People), 1998

N. o

f peo

ple

18000160001400012000100008000600040002000

0

Aveiro

Coimbra

Blin

dnes

s

Hea

ring

impa

irm

ent

Oth

ers

In s

peci

fic

situ

atio

ns

Beh

avio

ur

Dai

lyac

tivi

ties

Mob

ility

Pers

onal

care

Visu

alim

pair

men

t

Dea

fnes

s

Spee

chim

pair

men

t

Types of disabilities

It is thus concluded that the incapacities/disabili-ties relating to “mobility” and “coping with situations”are those most affecting the Districts in question.

According to the figures in the 200117 census, non-disability prevails in most families in the Municipali-ties of Coimbra and Aveiro. Nevertheless, of the251 859 families in these Districts, there were 40 323which included disabled people: 20 752 in Coimbra,

16 www.snripd.mts.gov.pt/site_standard/estatíscica/quanti_1.shtm: SNRIPD (National Secretariat for the Rehabili-tation and Integration of Disabled People) (2001). [17 October2003, at 12.00 noon].

17 www.ine.pt/prodserv/quadros/mostra_quadro.asp INE(2001), INE – Recenseamento da população e da habitação(Centro) – Censos 2001, Available on: [27 November 2003]

2.6.2.2.2Compositionof Families


and 19 571 in Aveiro. In the District of Coimbra, thenumber of families comprising one, two or threemembers, which included disabled people, was higher.Aveiro only had a higher number of families with adisabled person in families of four or more.

The next Chart shows that in the District ofCoimbra there are 2524 disabled people living on theirown (Fam 1 Vs With 1), and that in Aveiro there are1670 people in the same circumstances. On the otherhand, in both Districts there is often one disabledperson in the more numerous families (four or moremembers).

Chart 3Composition of

Families, with oneor more disabled

persons, in theCoimbra and Aveiro

Districts

Source: INE 2001

N. o

f fam

ilies

0

1000

2000

3000

40005000

6000

7000

With 1 With 1 With 2 With 1 With 2 With 3 With 1 With 2 With 3or

moreFam.of 1 Fam. of 2 Fam. of 3 Fam. of 4 or more

Composition of families

Coimbra DistrictAveiro District

GDP: Growth in Portugal is likely to fall short of theEurozone average, due to the process of adjustment,and this will continue to affect the expansion ofactivity, in particular domestic demand (EconomiaPura, 2003).

DD (Domestic Demand): Private domestic demandwill continue to be “regularized” by the high levels ofindebtedness of private individuals and companies.Spending will also be influenced by the unfavourableexpectations regarding the future evolution of econo-mic activity and unemployment (Idem, 2003).

Consumption and private investment will againshow positive change in 2004. The final spending of

2.6.3Macroeconomic

Factors


public administrations should maintain negative vari-ation rates, in the context of the deepening of theprocess of budgetary consolidation (Ibidem, 2003).

Private Consumption: In 2004, private consump-tion should also show a gradual recovery in the wakeof improved global economic circumstances. (Econo-mia Pura, 2003)

GFFC – Gross Formation of Fixed Capital: Thereshould be new falls in the Gross Formation of FixedCapital (GFFC) in 2004. Note that this forecast isinfluenced by the evolution assumed for publicinvestment.

Exports: The real change in terms of exports ofgoods and services largely awaits the recovery shownby external demand, relevant to the Portugueseeconomy.

Imports: The evolution of imports is likely todepend on the tempo envisaged for the variouscomponents of global demand, especially those thatreveal a greater imported content. (Idem, 2003)

Unemployment: The slackening of economic ac-tivity in 2003 and moderate growth in 2004 will leadto a rise in the unemployment rate (Ibidem, 2003).

Salaries: The containment of salaries in the publicadministration in 2003 is helping to slow wage rises.(Economia Pura, 2003).

Table 15 – Economic Forecasts – Correspondingchange rates, as % – summarizes some of the econo-mic forecasts relating to what has been mentionedabove (Economia Pura, August 2003).

Table 15

ECONOMIC FORECASTS – CORRESPONDING CHANGE RATES, AS %

Real GDP 1.20 1.30 1.50 2.30 2.30 2.60

Private Consumption 0.90 1.00 1.70 1.40 2.00 1.60

Public Consumption 2.00 1.50 2.00 1.80 1.80 1.80

2003

EC

2004

OECD IMF EC OECD IMF


The Council of the European Union declared 2003 the“European Year of People with Disabilities” throughthe Council of 3 December 2001 (2001/903/EC).

This decision aimed to set in motion the applica-tion of the principles of non-discrimination and theintegration of disabled people. Each of the MemberStates was thus responsible for coordinating and ex-ecuting, at national level, the National Plan of Activi-

Table 15 (cont.)

ECONOMIC FORECASTS – CORRESPONDING CHANGE RATES, AS %

2003

EC

2004

OECD IMF EC OECD IMF

Cross formation of fixed capital – 0.50 nd 0.10 2.80 2.50 2.90

Stock changes,as % of GDP

0.00 2.60 nd 0.10 nd nd

Exports 2.20 2.80 2.30 4.80 6.60 4.70

Imports 2.60 1.4 3.30 4.60 6.80 3.90

Inflation rate (IPCH) 2.40 nd 1.20 1.30 1.20 1.20

Employment – 0.10 7.8 0.00 0.70 nd 0.60

Unemployment rate(% active population)

7.80 nd 11.20 7.80 7.70 11.00

Unit labour costs 0.80 0.00 1.40 1.50 nd 1.30

Budget deficit,as % of GDP

– 0.20 nd 0.00 – 0.10 0.20 0.20

Cross domestic delot,as % of GDP

102.70 nd 102.70 98.90 nd 98.70

Trade Balance,as % of GDP

2.70 nd 1.70 2.90 nd 2.30

Current Balance,as % of GDP

6.20 5.00 3.10 6.90 5.30 3.7

Family saving rate (1) 16.1 (2) 13.80 (2) 12.3 (1) 16.80 (2) 14.1 (2) 12.6

2.6.4Political-legal

Framework

2.6.4.1European Yearof People with

Disabilities

Notes: (1) Disposable income in relation to gross disposable income; (2) As a percentage ofdisposable income; nd non-disposable. Source: (European Commission, IMF and OECD, citin: Economia Pura, August 2003).


ties for the European Year of People with Disabilities2003, through the Designated Authority (SNRIPD)and the National Coordination Commission (EuropeanYear of People with Disabilities 2003, 2003)18.According to the European Year of People with Dis-abilities 2003 document, the Objectives of the Euro-pean Year of Disabilities at National Level are givenin Annex 5.

According to the ESF (2002a)19 and Martinho (2002),the European Strategy for Employment, in whichPortugal participates, uses the National EmploymentPlan (NEP) as its chief instrument.

The goals of the European Union, in terms of em-ployment, were divided into four pillars:

1) improving employability;2) stimulating entrepreneurship;3) promoting the adaptability of workers and

firms, and4) reinforcing policies of equal opportunities.

The NEP links the goals defined on a Europeanscale with national priorities and goals, bearing inmind the interaction between policies for employment,modernization and economic growth and socialcohesion.

In accordance with the National Action Plan for In-clusion (ESF 2002a), the promotion of inclusion asone of the Portuguese Government’s priorities since1995 has been achieved with a new generation ofactive social policies. The National Action Plan forInclusion (NAPI) develops an environment of incen-tive, with the addition of systemacity, the ability tocoordinate policies for a growing aspiration to goals,

2.6.4.2EuropeanStrategy forEmployment

2.6.4.3NationalAction Planfor Inclusionin 2002

18 www.aepd2003.pt:19 www.igtse.pt/publicacoes/news/nl0107.pdf:


the responsibilization of every sector and agent, andputting into practice the best European experiences(ESF, 2002a).

Improving the NAPI makes it possible to articulateappropriate policies and the actors responsible, makinga series of strategic goals effective, in particular thereduction of the incidence and harshness of poverty,the promotion of the development of territorializa-tion and partnership in policies to fight exclusion, thedevelopment of contractualization between the agentsand citizens involved in promoting inclusion, and thedesign of a service bound up with the social emer-gency. The integrated nature of the Plan implies thatit should be regarded not only as an explicit commit-ment to the goals of cohesion and social justice, butalso as a way to interact with other tools, in particularthe National Employment Plan20 and the IntegratedProgramme for Innovation Support, to form the ex-pression of the so-called Lisbon Strategic Triangle, ofwhich it is an essential element (ESF, 2002 a).

20 www.igtse.pt/publicacoes/news/nl0107.pdf:

3 DIAGNOSIS OF CURRENTSITUATION

After analyzing the internal and external environmentof the project, the following instruments (ASIF, ASEFand CSF 21) were used to facilitate the SWOT Analysis.

21 ASIF – Analysis of Strategic Internal Factors; ASEF –Analysis of Strategic External Factors, and CSF – Chief StrategicFactors.

3.1Analysisof InternalStrategicFactors

STRENGTHS

Multidisciplinaryteam

DisabledPeople

Leadership

Skills

WEAKNESSES

Domainof Activity

Physical andTechnological

Resources

Communication

“Margin ofuncertainty”

COMMENTS

Team of bodies with a diverse profile anddistinct skills based on the methodology

of empowerment

Thorough knowledge

Clear allocation of leadership roles in thedifferent DP Actions

The leaders of the DP Actions have a soundknowledge of the rest of the partners’ skills

COMMENTS

Extensive

Poor definition of Resources

Lack of a common intrapartnershipcommunication code

There are eight partners, all of whom have“margins of uncertainty”


OPPORTUNITIES

State Awareness-raising

CompetitiveAdvantages (CA)

European Year ofPeople withDisabilities

No. of PSNs

THREATS

Limited DPautonomy

Resistance tochange

Employment ofPsns

Legislation

COMMENTS

Willingness expressed by the Stateto promote the inclusion of disabled

people.

Granting CV to firms that employ disabledpersons

Could help to open “closed minds”

A growing number of people who sufferat least one special need.

COMMENTS

Rigid dates for compliance and controlset by the Equal body

Resistance to change on the part of thegeneral public

Limitations that do not contributepositively to employment among

PSNs

There is a vast amount which is too oftenoverlapping

3.2Analysis of

ExternalStrategic

Factors

115DIAGNOSIS OF CURRENT SITUATION

3.3 SWOT Analysis

WEAKNESSES (W)

– Domain of Activity– Physical Resources– Communication– Margin of uncertainty

STRATEGIES (O.W.)

– Empowering the projectactivity by openingminds, enabled by theEuropean Year for Peoplewith Disabilities

– Adapting the domain ofactivity to the real (andnew) needs of the grow-ing no. of PSNs

STRATEGIES (W.T.)

– Simplifying project man-agement and communi-cation, supporting itwith control and feed-back from Equal.

SWOT

INTERNAL FACTORS

EXTERNAL FACTORS

OPPORTUNITIES (O)

– State Awareness-raising

– CompetitiveAdvantages

– European Year ofPeople with Disabilities

– No. of PSNs

THREATS (T)

– DP autonomy– Resistance to change– Employment of PSNs

– Legislation

STRENGTHS (S)

– Multidisciplinary team– Disabled People– Leadership– Identification of skills

STRATEGY (O.S.)

– Using skills of the multi-disciplinary team toidentify CA to be grantedto firms

– Disabled people andskills of multidisciplinaryteam must be used to“pressure” the state andother publics to act.

STRATEGIES (S.T.)

– Focusing skills of disa-bled people so as to min-imize resistance tochange

– Using skills of the DP tominimize limitations thatdo not contribute posi-tively to employmentamong PSNs.

4 STRATEGIC OBJECTIVES

As this is an experimental project, no results fromsimilar projects are available that might help to makeprojections. Such provisional studies as were foundafter a lengthy search, are not directly related to thetheme and market we are dealing with here.

4.1ForecastStudies

4.2Mission

4.2.1Definition ofProject Mission

Mission: “TO PROMOTE CONDITIONS OF FULL INTEGRATIONFOR DISABLED PEOPLE.”

– Integration of disabled people

– Community Programmes and local Pro-grammes;

– Good practices handbook – TrainingGuide;

– Pilot training actions for disabled peo-ple and personal development tools;

– Information documents and relevantdata; legal framework, support mech-anisms and their dissemination in themedia and on the Website;

– Outdoor actions with businessmen andmembers of the target group;

– Information system and disseminationof firms’ needs.

Table 16

MISSION STATEMENT

BROAD SPECIFIC

– Integration

– Training content;– Development of skills;– Dissemination of relevant

information;– Involvement of employing

bodies;– Adapting/updating skills;– “Granting” CA to firms;– Bringing disabled people

closer to society.

Needs tobe satisfied

Instrumentsto be used


TYPE

OF

GO

AL

Th

e re

sult

s h

oped

for

as t

he

Mar

kth

ink P

roje

ct u

nfo

lds

are

give

n b

elow

.

4.3

Stra

tegi

c O

bjec

tive

s

Tabl

e 17

STR

ATEG

IC G

OA

LS O

F PR

OJE

CT

–Q

uant

itat

ive

5 ye

ars

–Q

ualit

ativ

e5

year

s

–Q

uant

itat

ive

5 ye

ars

–Q

ualit

ativ

e5

year

s

GO

AL

TIM

E-FR

AM

ESC

ALE

OF

PER

FOR

MA

NCE

MEA

SU

RE

TAR

GET

–Fu

ndam

enta

l22

–G

ener

al

–Fu

ndam

enta

l–

Gen

eral

To c

reat

eem

ploy

abili

tyco

ndit

ions

To a

rous

e “c

lose

dm

inds

”

Focu

sing

on

am

arke

t fra

gmen

t

Focu

sing

on

som

ese

gmen

t(s)

Incr

ease

ski

lls

To s

tim

ulat

eop

enin

g up

inre

lati

on to

disa

bled

peo

ple

–D

isab

led

Peop

le

–Em

ploy

ers

Firm

s an

dO

rgan

izat

ions

–So

ciet

y in

gen

eral

22

Pri

ori

ty g

oal

s, e

ssen

tial

to t

he

pro

ject

.

119STRATEGIC OBJECTIVES

23 This instrument has been adapted from Freire, 1997. Theweighting and score values were defined by the authors.

24 The competition is not “scored” because there are notenough elements to allow this.

25 With national and international partners.

Continuousinnovation andimprovement(Internal-DP)

Open and effectivecollaboration(Internal and

external to theDP 25)

Liaison withresearch groups

and centres

Adapting theprogramme to thecharacteristics ofthe populations

Total

30% 4 – 1.20 –

25% 4 – 1.00 –

20% 5 – 1.00 –

25% 5 – 1.25 –

100% 4.45 –

Table 18

FACTORS CRUCIAL TO SUCCESS

FCSWEIGHTING

Competition 24Markthink Markthink Competition%

SCORE (0 to 5) TOTAL *

* Total = Weighting x Score

4.4 Factors Crucial to Success 23

It is felt that the state of the Markthink Project isGood, close to Excellent, in terms of the Factors Crucialto Success.

5 MARKETING STRATEGIES

The chief segmentation criteria in the creation of em-ployability conditions are: demographic, geographic,institutional, health related, education related, andpsychological. These criteria have been further dividedinto General criteria (generators of important infor-mation related to the segment), and Specific (genera-tors of crucial information relative to the segment).See the Table below:

5.1SegmentationStrategy

5.1.1Choice of chiefsegmentationcriteria in thecreation ofemployabilityconditionsTable 19

CHIEF SEGMENTATION CRITERIA – EMPLOYABILITY

General

CHARACTERISTICSOF CRITERIA

DESCRIPTIONCRITERIA

Geographic

Institutional

Health

Demographic

Education

Psychological

Needs Motivation

EsteemInclusion

and Belongingin the labour

market

– Coimbra and Aveiro Districts

– Liaison with the NRC/APPC

– Disabled persons

– Aged between 15 and 32

– Minimum educational qualifications, i.e.middle school.

– Attending a training courseSpecific


There follows a short description of the features ofeach criterion, since references are made to aspectsrelated to each of them throughout this Social Mar-keting Plan.

a) Geographical Criterion

a.1) Coimbra District

Coimbra is the District Capital and is in the centreof Portugal, just over 200 km from Lisbon and 100km from Porto. It overlooks the River Mondego andwas the national culture capital in 2003.

It has a population of around 140 000 and occupiesan area of 319 sq km.

a.2) Aveiro District

Aveiro is best known for its saltpans and localegg-based sweetmeats. It is sometimes referred to asthe Venice of Portugal, as the town is criss-crossed bywaterways.

The saltpans, fishing and maritime trade are thefactors behind its development. It has a population of68 900 and occupies an area of around 200 sq km,covering 14 parishes.

b) Institutional Criterion

All the disabled people involved in this project areattending training courses provided by the NRC/APPC.There is thus an institutional relationship with thisOrganization, which is in charge of this project andits coordination. The training courses provided by thisInstitution are: Administrative assistance, Green-houses, Informatics, Washer / Lubricator, Mechanic,Services, Family Assistance and Community Support,Carpentry, Gardening.

c) Health Criterion

The theme of disability has been tackled all throughthis Plan, in particular in the Internal Analysis, in Sub-Chapter 1.4 – Client Portfolio.

5.1.1.1Features of

each criterion

123MARKETING STRATEGIES

In this project, of those with special needs, onlythose with a disability are approached. The categoriesof disability in this segment are as follows:

• Psychological;• Intellectual;• Musculo-skeletal;• Visual.

Each of these types of disability is described in theInternal Analysis of this Plan, under point 1.4. – Pro-file of Client Portfolio.

d) Demographic Criterion

The target of this project has been specified - youngdisabled people aged between 15 and 32. This aspect,and many others, is dealt with in the Internal Analysis,under point 1.4.2. But we feel it is now important toshow the distribution according to the age groups ofdisabled people who come to the NRC/APPC.

The population comprises 130 individuals, 85 menand 45 women, with ages ranging between 15 and49, and with a greater concentration in the youngergroup of 15 to 24 year-olds (96 people).

e) Education Criterion

In terms of education qualifications, 33% of thepopulation have completed middle school, next comethose with secondary school, 29%, and finally thosewith primary education, 23.8%.

15-19 20-24 25-45 45-49 TOTAL

M 36 21 27 1 85

W 18 21 6 – 45

Total 54 42 33 1 130

Table 20

SEX AND AGE GROUP OF THE POPULATION



Only 3% of the population has had an Upper Sec-ondary education; and 1% (one person) has hadHigher Education, while 10% have not even com-pleted the fourth year.

f) Psychological Criterion

As mentioned under point 2.4.1.3 – Maslow Pyra-mid – Disabled People, in this plan, the service pro-vided by this Project can satisfy the needs of Esteemand Belonging, that is, the last two needs in theMaslow pyramid.

Inclusion in the labour market is the strongest rea-son for the high motivation of this population, lead-ing it to take part in this project and be the target ofits service.

5.1.1.2Choice of

segmentationcriteria

On the basis of the above Table, it was decided tochoose just five criteria, not because the others arenot relevant, but because they are extremely hard to

Table 21

CHOICE OF SEGMENTATION CRITERIA

Demographic/Geographic

+ + +

Health + + +

Institutional + + +/–

Education + +/– +/–

Psychological– needs

+ +/– –

Psychological– motivation

+ +/– –

CRITERIAOPERATING

VALUEMEASURA-

BILITYPERTI-NENCE

Source: Adapted from Lindon (1999)Legend:+ Good; +/– Average; – Poor


quantify and measure. The psychological criterionthus serves to support the others, as shown in theFigure below:

Psychological

Segment

Geographical

Institutional

Health

Demographic

Education

Figure 6Order of Criteria


5.1.1.3Segmentationitself

The above Table takes us on to the following seg-ment definition:

Table 22

MARKET SEGMENTATION

GENERAL CRITERIA

SPECIFIC CRITERIAHEALTH/DEMOGRAPHIC

FACTORS

Segment 1Geographical/Institutional

Geographic People resident in Coimbra and Aveiro Districts

Institutional who attend NRC/APPC training courses,

Health are disabled (…),

Demographic are aged between 15 and 32, and

Education have completed at least middle school.

Table 23

DEFINITION OF SEGMENT 1

CRITERIA DEFINITION OF SEGMENT


We shall now analyze the Segment obtained in accor-dance with different variables:

a) Age

The people in this segment are aged between 15and 32, and most (nine) are in the 20 to 24 bracket.The over-25 group comprises five people, and the 15to 19 group contains six people (Table 24 – Charac-terization of Sample).

b) Type of disability

Regarding the type of disability, 50% of the sam-ple (10 people) have a musculo-skeletal disability, fivehave an intellectual disability, four have disabilitiesof a psychological nature and one has sight problems(Table 24 – Characterization of Sample).

c) Year of Training

Only three people attended the first NRC/APPCyear of training, six attend the second and elevenattended the third.

d) Educational Qualifications: Chart 4 – Educa-tional Qualifications

Shows that most of the sample (seven people) fin-ished the 6th year of schooling, five have finished the9th year, and only three people have completed the12th year.

Source:Source:Source:Source:Source: NRC/APPC (2003 a) NRC/APPC (2003 a) NRC/APPC (2003 a) NRC/APPC (2003 a) NRC/APPC (2003 a)

5.1.1.4Description of

segmentobtained

0 1 2 3 4 5 6 7N. of people

12th year ofschooling

Year

s




Chart 4Educational

Qualifications


e) Training Courses:

The two training courses attended by most peoplewere informatics and administrative assistance. Onthe other hand, only one person attended the washer/lubricator, services, greenhouses, family assistant andcommunity support, carpentry and gardening courses.

Chart 5 – Training Courses, showing distributionby course.

Finally, Table 24 – Characterization of Samplesummarizes the information given in this Sub-Chapter.

15 6th Year 2nd Year Psychological Carpentry

17 6th Year 3rd Year Psychological Mechanic

17 7th Year 2nd Year PsychologicalFamily Assistance andCommunity Support

18 6th Year 3rd Year Intellectual Mechanic

19 9th Year 2nd Year Intellectual Administr. Assistance

19 6th Year 1st YearMusculo-

Administr. Assistanceskeletal

20 9th Year 3rd YearMusculo-

Informaticsskeletal

20 9th Year 3rd Year Visual Services

21 9th Year 3rd Year Intellectual Gardening

Table 24

CHARACTERIZATION OF SAMPLE

TRAININGYEAR

COURSEDISABILITYEDUCATIONAL

QUALIFICATIONSAGE

Chart 5Training Courses

AdministrativeassistanceUpholsteryInformaticsWasher/LubricatorMechanicServicesFamily assistance andcommunity supportCarpentryGardening

1 11

1

12

6

6

1



The analysis of the Psychological criterion can befound in the External Analysis - Profile of consumers,point 2.4.1.3 – Maslow Pyramid - Disabled people.

The chief segmentation criteria relative to the crea-tion of jobs are: Geographic, Employers and Firms andPsychological, which have been grouped on the basisof their characteristics (general and specific).


Aux. Administrativoskeletal


Informaticsskeletal

22 6th Year 3rd Year Psychological Washer/Lubricator


Informaticsskeletal

24 8th Year 3rd Year Intellectual Greenhouses


Informaticsskeletal


Informaticsskeletal

27 12th Year 2nd Year Psychological Administr. Assistance

27 12th Year 2nd YearMusculo-

Informaticsskeletal

31 11th Year 2nd YearMusculo-




Table 24 (cont.)

CHARACTERIZATION OF SAMPLE


TRAININGYEAR

COURSEDISABILITYEDUCATIONAL

QUALIFICATIONSAGE

5.1.2Choice of chief

criteria foremploymentstimulation


a) Geographical Criterion

The Districts of Aveiro and Coimbra are describedin Sub-Chapter 1.7. – Physical Resources (specifi-cally, under point 1.7.1), and also under 5.1.1.1 –Characteristics of each criterion.

b) Firm Criterion

The Dictionary of Economics and Social Sciences(2001) tells us that a firm is “a unit of economic decisionthat can take different forms; it uses and remunerates workand capital to produce and sell goods and services on themarket for gain and profitability. It is the central institutionof capitalism.”

c) Employer Criterion

According to Article 3 of the Legal Framework forSafety, Hygiene and Health in the Workplace (1992),an employer is “an individual or legal person with one ormore workers in his service and in charge of the firm orestablishment or, in the case of not-for-profit organizations,who is empowered to hire workers.”

Table 25

CHIEF SEGMENTATION CRITERIA

General

CHARACTERISTICSOF CRITERIA

DESCRIPTIONCRITERIA

Geographic

Firms

Jobs

Psychological

Needs Motivation

– Coimbra and Aveiro Districts

– Employers

– Employability conditions

Specific Strengtheningthe need for Esteem

and Satisfyingthe need for

Fulfilment

Being consideredsocially

responsible

5.1.2.1Characteristicsof eachcriterion


d) Psychological Criterion

As mentioned in the Sub-Chapter on the Consu-mer Profile under point 2.4.2.3 – Maslow Pyramid –Employers, the service provided by this Project cansatisfy the needs of Esteem and Belonging; that is,the last two needs in the Maslow pyramid.

Social Responsibility should, from the outset, bethe strongest reason for the high motivation of Em-ployers and Firms to also be targets of the service pro-vided by the Markthink project. According to JoãoCarvalho (Marketing Director of Novadelta S.A26),“Being a socially responsible company has advantages interms of competitiveness, brand value, relations with sup-pliers, customers and the community. There is already anindex in New York that puts socially responsible firms 20points above the others.” (Cit in. Executive Digest, De-cember 2003).

5.1.2.2Choice of

segmentationcriteria

26 First Portuguese firm to implement the certification ofsocial responsibility SA 8000, an ethical standard developed topromote socially responsible business. It is the first interna-tional standard to audit workers’ rights.

Table 26

CHOICE OF SEGMENTATION CRITERIA

Geographic + + +

Employers + +/– +/–

Firms + + +

Psychological– needs

+ +/– –

Psychological– motivation

+ +/– –

CRITERIAOPERATING

VALUEMEASURA-

BILITYPERTI-NENCE

Source: Adapted from Lindon (1999)Legend:+ Good; +/– Average; – Poor


On the basis of the above Table, it was decided tochoose just three criteria, given that the others areextremely hard to quantify and measure. The psy-chological criterion thus serves to support the others,as shown in the Figure below:

Figure 7Order of Criteria

Psychological

Segment

Geographic

Employers/

Companies

Table 28

DEFINITION OF SEGMENT 2

CRITERIA DEFINITION OF SEGMENT

Employers/Firmss

Geographic

The group of employers/firms

that operate in the Coimbra and/or Aveirodistricts

Table 27

REAL SEGMENTATION

GENERAL CRITERIA

SPECIFIC CRITERIAEMPLOYERS/FIRMS

Segment 2Geographic

The above Table takes us on to the following seg-ment definition:


5.1.2.3RealSegmentation


The Aveiro District has 18 237 firms and that ofCoimbra has 9888. Amongst these 28 125 firms, twosectors stand out numerically: Accommodation andCatering, and Electricity, Gas and Water, as can beseen in Chart 6 – Total number of firms by Sector ofActivity – Districts of Coimbra and Aveiro.

5.1.2.4Description of

segmentobtained

Chart legend:

Extractive Industry EIManufacturing Industry MIElectricity, Gas and Water EGWConstruction and Public Works CPWWholesale/Retail Trade W/RTCatering and Accommodation CATransp., Warehsng, Communications TWCBanks, Insurance, Service Providers, Property BIPSocial and Personal Services SPS

N. o

f com

pani

es

634 89

6623

10

3947

11502

9562237 2127

0

2000

4000

6000

8000

10000

12000

EI MI EGW CPW W/RT CA TWC BIP SPSIndustry

Source: Marktest and Sales Index, 2003

Chart 6Total number of

firms by Sector ofActivity – Districts

of Coimbra andAveiro

The sectors in the two Districts with the lowestnumber of firms are Construction and Public Works(10 firms) and Manufacturing Industry (89 firms).

Comparing the Districs of Aveiro and Coimbra wefind that the former has more firms in practically allsectors apart from “Transport, Warehousing and Com-munications”.

Looking at the Chart below, we can see that AveiroDistrict stands out (in numbers of firms) most espe-cially in the “Accommodation and Catering”, “Elec-tricity, Gas and Water” and “Wholesale and RetailTrade”.


To conclude…Knowing the size and main features of each seg-

ment, the project will now tackle them both in a di-versified strategy.

The Ansoff matrix is extremely useful when we wantto get an idea about the growth direction of the Projectin question. Analyzing this question, it is clear that itconcerns the Product Development strategy, that is, aCurrent Market with new products. And the ques-tion to be asked now is: What kind of “products” canbe offered to these (same) customers?

– Perceptible improvement in the quality of prod-ucts and services?

– New Functionalities for products and services?

Chart 7Total number offirms by Sector ofActivity and District– Districts ofCoimbra and Aveiro

Source: Marktest and Sales Index, 2003Chart legend:

Extractive Industry EIManufacturing Industry MIElectricity, Gas and Water EGWConstruction and Public Works CPWWholesale/Retail Trade W/RTCatering and Accommodation CATransp., Warehsng, Communications TWCBanks, Insurance, Service Providers, Property BIPSocial and Personal Services SPS

0 2000 4000 6000 8000

EI

MI

EGW

CPW

W/RT

CA

TWC

BIP

SPS

Indu

stry

N. of companies

District of Coimbra

District of Aveiro

5.2Definition ofMarketingPolicy

5.2.1The AnsoffMatrix


– Creation of new ranges to satisfy new needs?– Creation of new technologies?

Are (possible) options that will have to be consid-ered in the future (under this plan).

This concerns a Strategy that is related to market seg-mentation, associated with product differentiation.

This project aims to create something distinctive, inthe heart of the market segments obtained (and of so-ciety), so that it may become an added value and, atthe same time, be capable of being perceived by everyone.

This project should be distinctive because of cer-tain aspects, such as: the continued presence of SkilledProfessionals (members of a multidisciplinary team);the creation of intermediate reflections, designed tomeet the needs of the segments; the DP’s capacity forinnovation and flexibility; the promotion of comple-mentary services; the use of innovative techniquesand methodologies (Empowerment, outdoor learning,drama techniques...); “sorting service” – channellingdisabled people with skills to the world of work; …

All these factors of Differentiation are based onsubstantial competence in the sphere of research andinnovation, to design new products and services.

It is the intention of this project to create conditionsof employability, increasing the level of skills in disa-bled people and arousing “closed minds”, cultivatingthe level of understanding in employers and the gen-eral public in relation to disabled people.

Positioning, in the mind of a public, can be defined asbeing the answers it would give if it were asked thefollowing questions:

• Identification: what kind of product/service is it?

The Markthink Project exists to promote conditionsof full integration in the labour market for disabled

5.2.2Michael

Porter’s GenericStrategies

Model

5.3Positioning ofthe Markthink

Project

5.3.1The two

perspectives ofthe Project’spositioning


people with extra employability problems, creatingconditions whereby young disabled people are broughtcloser to the labour market, and to the wider public.

• Differentiation: what distinguishes it from prod-ucts/services of the same kind?

What sets the service offered by this project apartfrom those provided by similar ones is the differenti-ated approach it is instituting, both at the global Projectlevel, and in the Products and Services it offers.

Chief Distinguishing Factors:

Project:

– It invests in the skills of People with SpecialNeeds, more specifically, disabled people;

– Skilled Professionals (making up a multidiscipli-nary team);

– Multidisciplinary team based on the methodol-ogy of Empowerment;

– DP’s capacity for innovation and flexibility;– Competence in the area of research and innova-

tions, to design new products and services.

Product/Service:

– Creation of intermediate reflections, designed tomeet the needs of the segments;

– Utilization of innovative techniques and meth-odologies;

– Development of complementary services;– Development of fundamental skills in disabled

people;– “Sorting service” – Including disabled with skills

in firms, bearing in mind their characteristics andthe profiles required by firms.

Figure 8“Sorting Service”

CompaniesDifferentskills

Peoplewith

disabilities


This project is experimental in nature and, althoughit aims to create conditions of employability for disa-bled people, developing skills in them, it would notbe appropriate at this point to present a positioningthat would appeal directly to objective or functionalskills in disabled people. The development of skillshas not yet been “proved” / confirmed, in relation tothe service being provided. It would therefore not beprudent to make it public, in this first phase27.

The positioning of this initiative is based its on theadaptation of products/services to the needs of peo-ple with disabilities and employers. Thus, skilled pro-fessionals (members of an interdisciplinary team) in-vest in people with special needs (more specifically,in disabled people) on the basis of innovation andflexibility.

27 While the products/services are in the design stage.28 Although the Markthink project is being developed in

Portugal, it is embraced by a Transnational partnership(S.A.M.E.), which is why its positioning is always presented inEnglish.

5.3.2Choice of

distinctivefeatures

5.3.3Criteria forchoosing a

different line

Figure 9“Golden triangle of

positioning”

Positioning of competingproducts:

Based on theemployability of peoplewith special needs

Potential advantages of theproduct:

Combination of differentserviçes; Innovation;EmpowermentSocial Responsibility

“Consumers” expectations

Self-esteem and Fulfilment thanks tothe integration of people with disa-bilities into the labour market.

Positioning chosen 28:

Source: Adapted from Lindon (1999)

“Investors in special people”

6 MARKETING ANALYSIS

The Markthink Project service aims at the full inte-gration into the labour market of disabled people withextra employability problems.

There are two complementary “ways” of promot-ing conditions for their full integration in this market:

– In a first phase, by providing important content/training and access to new technologies to disa-bled people, fundamentally developing relationalskills in them – Training Service.

– In a second phase, through the (Re)IntegrationService, its priority will be the promotion ofemployability, facilitating the entry and/or returnto the labour market of those with the greatestintegration and reintegration problems with respectto a market that must be open to everyone.

THE TRAINING SERVICE

The training Service consists of three phases:

– The Recruiting of Disabled People, which will bedone starting with NRC/APPC trainees.

– Selection, which will be done according to specificcriteria, which will be seen later on in this work,in particular: residence; age; education and train-ing of the group.

– Training, which will be given to the selected indi-viduals in accordance with the needs of bothtrainees and employers. Aspect described in Sub-Chapter 2.4 – Consumer Profile expected by theProject (more specifically, in point 2.4.1).

6.1Descriptionof the Service

6.1.1Services


THE (RE)INTEGRATION SERVICE

The (Re)Integration service places the “Product”of the training (disabled people with acquired skills)on the market. This will be achieved through the con-tacts to be made with employers/firms from the wid-est range (in the Coimbra and Aveiro Districts), sincethe basic training (with the NRC/APPC) covers a va-riety of areas.

Below is a diagram illustrating the process de-scribed above.

Figure 10Functioning of

Markthink Project’sService(s)

Total Service Offered

Training Service (Re)Integration Service

Disabled people withacquired skills

Recruitment Selection Training

Process of Production PlacementProduct

LabourMarket

BASIC SERVICE PACKAGE:

– Essential Service: The reason why the Mark-think project is on the market is: the Full integra-tion of disabled people into the labour market.

– Facilitating Service (goods): To produce an es-sential service, it is fundamental to route/(facili-tate) the access of disabled people with qualificationsto the labour market, by means of contacts to be madewith employers/firms. This process will take thefollowing form:

PROCESS FOR ROUTING DISABLED PEOPLE

WITH DIFFERENT SKILLS TO THE LABOUR MARKET

– 1st Recruiting firms

The Recruitment of Firms will be based on theirsector of activity, since they will have to include disa-bled people in firms in accordance with their skills

6.1.2Product/

Service Policy

6.1.2.1Nature of the

Service

139MARKETING ANALYSIS

and vocational training (for example: a disabled per-son who has trained as a gardener could get a job in acompany involved in this sector: e.g., flower-grow-ing in greenhouses).

– 2nd Selection of firms

Firms will be selected according to pre-establishedcriteria, in particular:

– Size: From the start, medium or large firms willbe chosen, since these are the ones employingmost workers.But this does mean the exclusion of micro, smalland medium firms.

– Availability of Employers: Verification that employ-ers are open to the integration of disabled peo-ple with skills in their firms (looking first at thefirm’s background will enable some conclusionsto be drawn, especially with reference to sensi-tivity to social causes/ Social Responsibility).

– Conditions offered by the firm: Physical conditionsfor the integration of certain kinds of disabilityin the firms in question. Conditions of the possi-ble job.

– 3rd Contact between the “Project” and Em-ployers

Contacts will be made between the project’s tech-nical team and these firms to try and arrange an in-terview to present the project and its purpose. Inter-views will thus take place between the “project” andthe employers, and afterwards between the latter andthe disabled people.

Interview between the “Project” and the Em-ployers:

At this interview, the “project” will put forward itsproposal, “paving the way” for fixing another inter-view between the trained applicant(s) and theEmployer(s).


Interview between the Employers and the Disa-bled People:

This is the point (among others, especially in train-ing) when the disabled people will have to put in prac-tice the skills they have developed during the Train-ing provided by the Project (relational skills,self-analysis skills, etc.).

– 4th Integration

The disabled people are integrated into the firms.

– 5th After-sales (Follow-up)

The disabled people and the employers/firms willbe followed-up, after the former have been integratedinto the firms, to determine the reasons for success/failure, as this information could be useful for thefuture of the project.

1. Recruitment 2. Selection 3. Interview(s) 4. Integration 5. After-sales

1st InterviewProject withEmployers

2nd InterviewDisabled

people withEmployers

Follow-upof the

processof full

integration

Companies/Employers

Product

People

Figure 11(Re)Integration

Process

– Support Service (goods): The auxiliary servicesdo not facilitate consumption but do increase thevalue to differentiate the service from that of thecompetition, are inherent to training essentiallyaimed at disabled people (and their follow-uptechnicians). But some materials will be providedfor employers, in the expectation that, by givingsome explanatory materials to this public, theymight be made aware of the problems associatedwith disability. See the Table below:


— Recruitment ✓ Trainees

— Selection ✓ Trainees

— Training ✓ ✓

Good practices HandbookTrainees

Action 1:– Training Guide

✓ EmployersTechnicians

Pilot training actionsTrainees

for disabled people ✓

Training actions for technicians ✓ Technicians

Personal development toolsTrainees

✓ ✓Technicians

TraineesAction 3: Relevant information ✓ Employers

Technicians

Outdoor Good PracticesTrainees

Handbook✓ Employers

Technicians

TraineesOutdoor activities ✓ Employers

Technicians (…)29

TraineesInformation System ✓ Employers

Technicians

Disseminate companies’ Traineesneeds ✓ Employers

Disseminate SocialTrainees

Responsibility✓ Employers

Technicians

Table 29

SUPPORT SERVICES (GOODS)

USERSSUPPORTPRODUCT

DPACTIONS

DESCRIPTIONSUPPORTSERVICE

Action 2:

Action 4:

29 All those who can participate.

Action 5:

Action 6:


PROCESS OF DEVELOPING SKILLS

Young people are recruited at the start of the project,on the basis of the Client Portfolio. This comprises130 disabled people undergoing training in the NRC/APPC (this aspect is described under point 1.4 – ClientPortfolio of this plan).

In the Selection phase, young people (and the re-spective technicians) are chosen in accordance withcertain pre-established criteria, through monitoringcarried out by specialized professionals. These criteriaare related to:

– Their place of residence, since the applicants haveto live in the districts of Aveiro and/or Coimbra;

– Their ages, which must be between 15 and 32;– Their education, that is, they must have com-

pleted at least middle school;– Their training, since they have to be attending

an NRC/APPC training course.

Afterwards, the people selected will be the targetof training, in accordance with their needs and withthe needs of the employers (during the course of thedifferent DP actions). The training content will bedeveloped from the results of questionnaires sentto the employers, and from a brainstorming sessioninvolving the disabled people (target) and the Devel-opment Partner.

DEVELOPMENT OF THE TRAINING

The Training will essentially be aimed at the disa-bled people (60 hours) and the technicians (58 hours).

General aims:

– To provide the young people with relational skills,regarded as essential in the current labour market;

– To see that the young people acquire practicalknowledge in the field of personal marketing toactively help them find a job; and

– Using innovative pedagogical techniques–outdoorlearning, drama techniques, and others – to see


that the young people know themselves better,boost their self-esteem and self-fulfilment, im-proving the process of relating to others.

The specific goals are related to a positive assess-ment of the training, that is to say, the trainees at theend of the training should:

– Understand which marketing potentialities applyto the person looking for a job;

– Have developed personal and social developmentskills;

– Know how to use certain personal marketing tools;– Know how to prepare a Curriculum Vitae‚ a

spontaneous letter of application and a reply toadvertisements;

– Know how to behave at interviews;– Have improved their verbal communication

skills;– Understand the legislation supporting integration,

the labour laws and business norms.

The training modules are defined as shown below.

1. Initial diagnosis (Analysis of the “self”)

2. Techniques of dramatic expression

3. Group Dynamics (Analysis of the “us”)

4. Inclusion Techniques– Curriculum Vitae– Spontaneous letter of application and letter of reply to

advertisements– Selection interview– Legislation on Support for integration into the labour

market; Labour laws and business norms– Personal Marketing

Table 30

TRAINING MODULES FOR DISABLED PEOPLE (AND FOR TECHNICIANS 29)No. OF TRAINING HOURSENVISAGED (60 HOURS)

PERSONAL MARKETING AND INCLUSION

12 hours

12 hours

12 hours

24 hours

29 The training content is the same. The number of hours may eventually differ.


After the four modules, the trainees should havedeveloped various skills, that is, they will be ready toenter the labour market.

THE NATURE AND RECEIVER OF THE SERVICE

The question posed when identifying the nature ofthe service is: “Who is the Service aimed at?”

This service is especially aimed at the two marketsegments (the two main beneficiaries): disabled peoplewith extra employability problems and employers/firms.

But the service in question has intangible featuresabout it (as, indeed, do all services), such as, for exam-ple, the satisfaction that the inclusion of disabled peo-ple in firms can bring to both parties.

But this service also has tangible features, such assupporting products (Handbooks, development tools,documents) and the actual outcome of the training,i.e., disabled people who enter the labour market (joinfirms), with both sides (the disabled people and theemployers) appreciating the result of the service. Anexample of this is the disabled who end up earning asalary (as the outcome of their training and integra-tion) and the employers who end up with “another/some worker(s)” in their firm (more output).

PRESENCE OF CLIENTS (DIRECT BENEFICIARIES) IN THE

PROVISION OF THE SERVICE

The disabled clients (beneficiaries) have to be presentin the provision of the service, since their satisfactionis significantly influenced by their interaction withthe service providers (particularly with the trainers)as well as with the facilities/environment where theservice is provided. The employers/firms clients alsohave to be present from the beginning, since if thefull integration of these young people into the marketis to be achieved, the employers/firms have a crucialrole to play. They promote the acceptance, involvement,integration and acculturation of disabled people whojoin the firm.

6.1.2.2Classificationof the Service


RELATION AND CONTINUITY

The nature of the relation established between theservice and the clients is “formal/member”, that is tosay, the beneficiaries are duly identified. The disabledpeople are registered for training and the employersare identified by the Markthink project.

However, a relation of discontinuity is establishedbetween the “consumers” and the service, since, inthe case of disabled people, there is the scheduling ofthe training sessions, that is, 60 hours of training inthe space of 2 months, which are set for certain datesand times. If these clients want to receive more traininghours, then this will not be possible within the scopeof this project.

In the case of the employers, for example, thereare 3 young disabled people to be integrated intomechanics firms. The project arranges two interviewswith different employers, in the NRC/APPC premises,one for 10 o’clock on a Monday morning and the otherfor 11.30 am on the same day, allowing a maximumof one and half hours for each interview. If theemployer with the 10 o’clock interview wanted it tolast 4 hours, this would not be possible since it hasbeen set to last for no more than one and half hours.

CUSTOMIZATION AND ITS IMPLICATION

FOR THE CONTACT PERSONNEL

There is a high degree of customization to theservice, to the extent that this service, thanks to itsexperimental nature, is willing to pay as much atten-tion to adapting the training programme as to theneeds of the employers. Hence it chooses young peo-ple with a particular basic training so that they canlater be placed in existing jobs. Equally, it motivatesthe employers to adapt jobs to the needs of the disabledpeople.

The relation to be established between the contactpersonnel (technicians, trainers, …) and the clientsis high level, since there is considerable interaction,both in the training (which implies keen interaction


between trainer and trainee) and in the contacts tobe made between the contact personnel (Public Rela-tions, Sales Staff) and the employers (direct contact/interviews/negotiation). If these two make contactthrough the Internet (a possibility under study), thenthe contact between the contact personnel and theemployers/firms clients will see less interaction.

THE NATURE OF DEMAND AND SUPPLY

The Fluctuation of Demand with respect to theservice to be offered to employers is “broad”, in thatthere could be times when there is a greater demandand others when there is a lower demand for disa-bled people with skills (employees). For example,when the market or the national economy is stronger,then employers could be more receptive to theseapplicants. But employers should keep in mind astrategy associated with social responsibility. Whenthey want to start to implement such a strategy, theymay feel disposed to include disabled people withacquired skills in their firms.

The Fluctuation of Demand with respect to thetraining service is narrow, given that the number oftrainees and training sessions will have to be dulydefined and scheduled, respectively.

METHOD OF SUPPLY AND NATURE OF INTERACTION

The service to disabled people is provided in justone place, that is, the training site. In terms ofemployers/firms, the service is provided in severalplaces, including the firms’ premises or any other placeagreed on.

In the case of the service supplied to disabled peo-ple, they will have to get to a specified place for theirtraining. In the case of employers/firms, this will de-pend on circumstances, to some extent, that is, theproject technicians could go to the clients, or vice-versa.

If the Internet is used to disseminate informationabout disabled people with acquired skills, then thetwo will get closer (“Project” and Employers/firms).


The Positioning to be adopted by the service willfollow the positioning defined for the Project (describedunder point 5.3 – Positioning of the Markthink Projectof this plan).

Positioning of the Service: “Investors in specialpeople”.

The innovative aspects of the service in question prior-itize independence, human relations, learning, and theintense involvement of the individuals, giving themthe possibility to enjoy a professional and “recreational”daily life capable of creating formative value.

Within the scope of a model that implies more inde-pendence, creativity, professionalism, decentralization,participation and cooperation among individuals andpartners (Empowerment), programmes and activitiesthat promote integration and team spirit are essential.

Among the innovative methodologies that char-acterize the service, special emphasis is placed onOutdoor Learning and Drama Techniques.

Outdoor Learning 30: Outdoor learning is an inno-vative methodology that gives participants the chanceto experience a new daily routine. It gives the chanceto experience activities which not only put the partici-pant in full contact with a protected environment, butstrengthen the concepts of “outdoor learning”, creat-ing moments of challenge, triumph, a lot of fun andenjoyment 31.

Pros:

– It establishes learning through experience;– It creates strong involvement, enthusiasm and

motivation in a group;

6.1.2.3Positioningof the Service

6.1.3Innovativeaspectsof the Service

30 For more details on this methodology and its potentialapplication, see “Markthink: Outdoors as a way of developingskills in publics with a disability”.

31 www.opussol.com.br/cont.html: O outdoor learningcomo caminho para o desenvolvimento de líderes, pessoas eequipas (Outdoor learning as a route for developing leaders,individuals and teams). [27 February 2004]


– It exposes the strengths and weaknesses of ateam;

– It affords understanding by establishing theoreticconcepts;

– It promotes education on the environment.

Drama Techniques:Drama consists of two or more people staging a

human relations situation or problem. The situationis hypothetical and the roles are played as though theyare real (Caviédes, no date) 32.

The method is characterized by synthesizing thevarious roles and should include an emotional qualityand portray the attitudes to be represented, withoutgoing into too much detail in terms of the represen-tation. The people who are going to play a role shouldunderstand the kind of person they are interpretingin the dramatization (Caviédes, no date).

This is an informal technique which permits the psy-chological participation of the individual and the group;inhibitions are banished and communication facilitated(“showing” not “talking”). It is useful because it developsthe capacity for people to relate to one another byunderstanding the nature of human behaviour. Dataon human relations can be collected and used for analysisand discussion, that is to say, the individuals have thechance to “represent” their personal problems, projectingthem onto the group. This makes it possible for them toacknowledge and understand things that they are unableto in real life (Caviédes, no date).

Pros:

– It allows comment, appreciation and appraisalof the topic depicted;

– The reaction of the group can be observed;– It breaks the ice for participants;– It helps communication and improves human

relations (Caviédes, no date).

32 CAVIÉDES; Miguel (no date), Dinâmica de Grupo para aComunidade. São Paulo: Edições São Paulinas.


6.2The Cost

Table 31 – Cost of the Service shows the price paidby the two kinds of client:

33 They may not hear well, or feel cold or hot during the interview, feelinguncomfortable.

Table 31

COST OF THE SERVICE

PRICE

Time spent on contacts

The responsibility of taking ona disabled worker with skills.

None foreseen initially33,butthey may arise, in particularduring interviews with thetrained applicants, when theemployer may not properly un-derstand what the disabled per-son is saying, if the latter has averbal communication problem.

They may feel resentful, inphysical terms, because of theabove non-financial costs.

CLIENTS

Could be regardedas the salary

paid to the newworkers

FINANCIAL COSTS NON-FINANCIAL COSTS

Employers

DisabledPeople

–

Physical

Time spent on training

The responsibility of undertak-ing 60 hours training

They may not hear well, orfeel cold or hot during training,feeling uncomfortable.

They may feel resentful, inphysical terms, because of thenon-financial costs – the effort.

PRICECLIENTS

FINANCIAL COSTS NON-FINANCIAL COSTS

Sensory

Psychological

Temporal

Physical

Sensory

Psychological

Temporal


So far, the Price associated with the service is asso-ciated with financial and non-financial costs. In thiscase, the clients may support non-financial costs, aswell as the financial ones inherent to the process ofchange. This process could be of a cognitive nature, or becharacterized by a change of action, of behaviour and,finally, a change of value (Kotler and Roberto, 1992).An example of change relating to disabled people couldoccur at behavioural level, implying the developmentof their skills. In terms of employers, an example of abehavioural change could occur at the level of includingdisabled people in their firms 34.

The Price could be important to some Clients, butit will not be the same for everyone, and so effortsshould be made to try and minimize the non-finan-cial costs which the (more sensitive) clients mightincur. The costs perceived by the clients should thusbe less significant than the benefits accruing from theservice.

One way of cutting these costs, in particular for theemployers, is to always focus on the issue of SocialResponsibility, that is, on “their” commitment to turntheir firms into “good citizens” (Alves, Bandeira, 2001).A way of cutting costs for the disabled people is tofocus on the change in their behaviour in the light ofthe acquisition of skills that will help them enter thelabour market.

This project does not aim to make any profit. Thus nofinancial cost is expected to be defined by it as beinginherent to the provision of the service(s). Neverthe-less, in this experimental phase it would still be goodif the value perceived by the clients were (equal to,or) greater than the potential value of the service,because, although this might not be for sale today(because this is an experimental project), there isnothing to stop this happening tomorrow. In the eventof this, the Policy to be adopted for the price of the

6.2.1Cost strategy

34 No case has been observed to date.


Training to be given to the disabled people would bethat of Penetration, with the aim of “selling” in quan-tity and gaining a Market Share. Primary demand forthis service would thus be stimulated, with a conse-quent opening-up of the market 35.

On the other hand, when it comes to the serviceprovided to employers/firms, the Policy to be adoptedwould be that of Premium price. Nor are we forget-ting that the new Basic Law of 27 November 2003,awaiting approval, establishes a job quota for disa-bled people. In other words, all firms of a certain size(not yet defined) and larger will be forced to have atleast 2% of disabled people among their employees.They will have to employ disabled people. This is whyadvantage should be taken of the service in question,which provides employers with disabled people witha variety of skills, i.e. with quality (thereby setting aPremium price).

But the cost of the service must be adjusted to lowseasons (surplus of professionals Vs firms with per-sonnel quota filled), striving for better use of installedcapacity so that existing fixed costs can always berecouped (currently these are borne by the Equalmanagement body).

The following questions should be addressed: When,where and how should the services be delivered tothe clients?

6.3Availability

35 A number of bodies have already launched initiatives for the Training ofDisabled People in Portugal.

Table 32

AVAILABILITY OF MARKTHINK

CLIENTSDECISIONS DESCRIPTION

After the clients have been Selected

After the clients have been SelectedWhen

Disabled People

Employers


The Markthink project aims to be in control of mar-keting and “sales”, and so all the services are provideddirectly to the clients. The next Figure shows the di-rect distribution to the Clients.

Table 32 (cont.)

AVAILABILITY OF MARKTHINK

CLIENTSDECISIONS DESCRIPTION

In the NRC/APPC facilities (the consumer of theservice goes to the supplier)

In the facilities of the client employers/firms (thesupplier of the service goes to the consumer); and/or in the facilities of the NRC/APPC (the consumergoes to the supplier of the service); or even byremote means 36 (the supplier and the consumerorganize their remote relations) – Adjustment.

Personally

Personally, by direct mail (e-mail and/or letter),telephone, or via the Internet (under study).

Where

How

Employers

Disabled People

Employers

Disabled People

36 Currently under study.

6.3.1Possible

Channels forService

Provision

Figure 12 Markthink Channels Employers

Mar

kthi

nk P

roje

ct

Trainees

Markthink Project

Training Service

(Re)Integration Service

As the Figure illustrates, the sales contact betweenthe project and the trainees, and between the projectand the Employers, is direct. The channel option istherefore at level 0 for each case, with Direct Salethus being the choice.


In certain cases, the predominant nature of thistechnique is Distribution and Sale:

– Selling by phone;– Selling by direct mail;– Selling via the Internet (still being studied);

These supports for the direct Availability of theservice are referred to again in the Sub-Chapter onCommunication.

The distribution strategy employed by the project inrelation to the training service is selective. The avail-ability of the service will thus make use of the chan-nels chosen by the producers (project) and the com-mercializing bodies (project).

The distribution strategy employed for the(Re)Integration service is exclusive, since it impliesthat the choice of each point of sale is considered in-dividually. The point of sale thus guarantees a certainexclusiveness, ensuring that the provision of servicesis tailor-made for each client.

The following questions should be addressed:

– Who is communicating?– Who is the target audience?– What is the purpose of communicating?– What will the development of the message be?– What will the choice of communication mix be?

WHO IS COMMUNICATING?

The Markthink Project.

TARGET AUDIENCE

The aim is to reach the disabled population involvedin the project, employers and the general public(which includes those disabled people not involvedin the project).

6.3.2“ProvisionStrategy”

6.4Communication

6.4.1CommunicationProgramme


PURPOSES OF COMMUNICATION

The Markthink project seeks to communicate itstraining skills to help disabled people enter the labourmarket through strategies that basically facilitateenhancing Reputation (“getting known”), Image(“getting liked”) and Action (“getting done”).

It aims to: raise awareness of the service (enhanc-ing Reputation); provide an emotional and symbolicinvolvement with it (creating an Image), and to in-duce experimentation within the service (Clients) inan effort to increase the number of placements andsubsequent inclusion of disabled people in firms(getting Action). Furthermore, it will lead to change(the general public). All this in the Medium Term.

DEVELOPMENT OF THE MESSAGE

The message will inform the public about theMarkthink project, the nature of its service, the flex-ibility of its content and provision, and about the caretaken in its own organization, since (at this initialphase) it is too early to be able to confirm the qualityof the service (the experimental project has not yetbeen assessed). However, publicizing the Image (alsobased on Visual Identity of the Project, discussedbelow 37) and the Positioning (“Investors in specialpeople”) are eqully important to achieving a Repu-tation. Finally, information programmes will beestablished, calling attention to social problems linkedto disability.

On the whole, at first the audience should hearabout the essence of the project, for only in the sec-ond phase will the nature of the service be tackled inany detail. In the third phase, employers and disa-bled people will be informed about the possibility ofexperimenting with the project, and the change ofbehaviours by the general public will be reinforced.

37 See point 7.4.3 – Visual Identity of the Project, in thisplan.


See the Figure below:

These phases will allow the targets of communi-cation enough time to process the various messages(progressing from more general the more specificinformation).

Time frame 38: The foregoing applies to all, but mayoccur at different times. Thus…

The general public must always be kept abreast ofthe essence of the project, that is, from the first to thelast step, starting with Actions 1 and 2 (Equal). Onlyin Action 3 (Equal) will the service and its essence becommunicated.

The disabled people must start to be approacheddirectly by the project communication, even beforethey are selected for integration, as it is vital for these(potential beneficiaries) to believe in the importanceof the project and service from the very beginning. Inoverall terms, the disabled people must receive com-munication about the project and the service beforeand during Actions 1 and 2 (Equal).

The employers must be direct targets of communi-cation of the project and its service from the momentthey are selected, with the content of the messagebeing based on facts and boosted by credible sources(to enhance credibility).

CHOICE OF COMMUNICATION MIX

The Communication by the Markthink Project issupported by the following instruments:

38 Theme to be worked out in the Action Plan.

Figure 13MessageTransmissionPhases

Make people know Make people like Make people act

The Project

– Name– Features– Nature– Positioning

Nature of the service

– Image– Emotional Involvement

Experimentation

– Action– Stimulate participation

and change– Changes in behaviour

1sr phase 2nd phase 3rd phase++


Personal Selling

The fact that the option for the distribution/avail-ability channels of the Project is at level 0 makes it easierfor it to get close to its clients. Thus, selling the service,especially the part sold to the employers, will be donepersonally 39, and it will become a fundamental elementfor the project. An integration technician from the De-velopment Partner, with personal selling skills will beentrusted with the task of communication directly withthe client, explaining the essence of the project, the qual-ity of the service provision, clarifying any doubts, etc.

The number of sellers will be defined in relation tothe determination of the number of employers/firmsto be included, as the project is still in the stage of de-signing training for disabled people (December 2003).

Public Relations

The project will use Public Relations, in particularfor communicating to the employers and the generalpublic, without implying high costs. The first step alongthe way will have to be taken by assessing the skillsand power to influence the targets exhibited by each ofthe participants in the Development Partnership.

The Development Partnership is possessed ofcountless skills, and also has contacts with the media,employers and other bodies in Coimbra and Aveiro.This fact will be used so that the first can convey theImage and Positioning of the project to the second.This could be achieved directly, through the media,and could include inviting local and national person-alities to attend events, i.e. to get involved in theproject (as godparents/sponsors).

Thus, “there are countless means at a firm’s disposalto convey its image and influence its publics” (Lindon,1999). There are seven kinds of means, four of whichare mentioned below: 1. Personal contacts will be esta-blished by holding Conferences, Seminars and Meetings(in the Portuguese Rotary Clubs); 2. Organizing events(especially outdoor events); 3. Using publications, witharticles in magazines and newspapers; 4. Organizing

39 Selling via the Internet (being studied) is not considered.


visits to the facilities of the employers and the modelfirms (in relation to social responsibility) (Idem, 1999).

Advertising

Advertising will be another channel used to reachthe targets of communication of this project. Thiswill be achieved by means of pamphlets and posters(indoor and outdoor) transmitting visual messages (forexample, people with disabilities enjoying adventuresports) designed to inform and influence the targets.The content of such messages will essentially “insist”on differentiation based on psychological criteria, thusstrengthening the positioning and, in some cases, thesegmentation of the project in question. In other words,information on the “essence” of the Markthink projectwill be disseminated via existing resources, especiallythose in the remit of Coimbra Municipal Council, i.e.muppies and outdoor slots. The (good) InstitutionalImage of the Project will thus be boosted in terms ofreputation, the service will become widely known,and both will be implanted in people’s memory.

Another means will be merchandising at eventsto communicate the Image of the Project (throughT-shirts, bags, pens, caps, hats, waterproofs, shirts, poloshirts, mugs, etc.).

ABOVE THE LINE

The Project will make no above the line investment.As already mentioned, however, Coimbra MunicipalCouncil has some resources that will allow above theline communication about the project, specifically someOutdoor slots and mupis in the city of Coimbra.

On the other hand, and as already mentioned,some partners enjoy contacts with some of the mediain Coimbra. At any rate, from the start, without cashinvestment, an effort will be made at communicationin the local media, in the Coimbra and Aveiro news-papers and radio stations.

Through the FBA partner, indoor and outdoor pan-els will be set up at the events organized by the projectto communicate the situation of disabled people.

6.4.2Investments“Above andBelow theline”


BELOW THE LINE

The aim is to develop some Push to induce em-ployers to take advantage of what this project is of-fering, essentially by means of Direct Marketing (di-rect mail), Public Relations and Pamphlets.

OTHER PROMOTIONAL MEANS

Other promotional resources are related to the Inter-net: the project’s websites40 and e-mail (and direct mail).

Communication will be aimed at providing tangiblereferences and making the service comprehensible.The Visual identity of the Project, which lies in itssignature, will help in its accomplishment. The VisualIdentity could help to convey an image, especially inthe communication of expectations, by Marketingcommunication and helping people to pass on infor-mation by word of mouth.

The logo and the official mission statement are alsopart of the project’s Visual Identity. Inverting the letter“i” to make it an exclamation mark gives the worddesignating the project name an added visual value,making it – ironically – more recognizable. This func-tions to alert people to the need to create equal con-ditions for disabled people. The “i” can still be clearlyrecognized and becomes a symbol that can characterizethe various materials produced, in terms of both thegraphics and as an individual representative element.The integrity and validity conveyed by the typographyare counterbalanced by the recreational and variedcharacter of the various symbols that reflect the purposefor which this project was created. Integration intothe labour market and society has led to the idea thatdisabled people may be integrated into the identityproject. This being so, all the symbols arising in thevarious graphic materials have been designed by thesepeople. (FBA, 2003).

6.4.3Visual Identity

of the Project

40 Available at www.markthink.org


At t

he s

tart

of t

he p

roje

ctA

t the

end

of t

rain

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At t

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tart

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t the

end

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rain

ing

Perm

anen

t

Perm

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t

At t

he e

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f tra

inin

g

In E

vent

s (S

emin

ars,

Conf

eren

ces,

…)

Whe

n ju

stifi

ed (a

s th

epr

ojec

t adv

ance

s)

6.4.

4Co

mm

unic

atio

ns M

edia

Tabl

e 33

COM

MU

NIC

ATIO

NS

MED

IA

Tele

phon

e

Dir

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Lett

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Ow

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Obt

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adh

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Repu

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n

Get

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–Pr

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repa

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41

Hyp

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42

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.


The project’s communication function addressesthe aspects related to Reputation, Information, Un-derstanding and Conviction, which approach thecauses of a Cognitive Nature advanced by Kotler andRoberto (1992). The other natures (Action, Behaviourand Value) can be found in Figure 14 – Function ofProject Communication. Thus, the ultimate aim is touse communication to lead the various publics tochange their values. This kind of change is harder toachieve, however, as it involves changing ideas.

Communication will help to achieve what Atucha(1995) referred to, i.e., using Social Marketing (andits tools) “the consumer is rediscovered through aninteractive dialogue which permits a process of reflec-tion, participation and social change”. Atucha, 1995).

See the following Figure, which represents thefunction of Communication in the Markthink Project.

PUBLICIZE – Above The Line

INFORM– Below The Line

HELPUNDERSTAND

Figure 14Function of Project

Communication

BEHAVIOURand VALUE

changesLEAD TO ACTION CONVINCE

6.4.5Function

of ProjectCommunication

6.5 The People

6.5.1 PeopleWhere toOperate?

Table 34

PROJECT PERSONNEL 43

1 – DevelopmentPartnership

Back-officeworkOrgani-

zation,creation, …)

INCENTIVES

SocialMonetary

APPEARANCE

Not particularlyimportant

SKILLSPEOPLE TASK

Has varied expertise andskills

43 Personnel – People involved in Producing the Service.


1 – Development Partnership

The NRC/APPC is the project promoter and inter-locutor of the DP, vis-à-vis the EQUAL ManagementBody. It is in charge of managing and stimulating theprocess, including Transnationality Management,Material Resources Management, External RelationsManagement, Information and Communication Man-agement, Work Teams and Financial Management.

FBA will take care of the direction and graphicdevelopment of the printed materials for the project,and the design of the Visual Identity and the respectivehandbook on rules for use.

Ensigest/IPAM will handle the areas of: Market-ing; design of theoretical-conceptual materials; designand coordination of the Marketing Campaign; definingthe Strategy and objectives of the Website; trainingand publications related to the project; training pro-fessionals from the area of project placement andmanagement in the area of Marketing, and, holdingseminars - Social Marketing, drawing up the ProjectMarketing Plan.

Deficiprodut is responsible for: collaborating onthe ; Educational visits (Schools-Firms), and producingsupport materials for the campaigns.

KAMAE will coordinate the Website and createand develop tools for managing and maintaining thesite and allocating development activities.

Table 34 (cont.)

PROJECT PERSONNEL

INCENTIVESAPPEARANCESKILLSPEOPLE TASK

Group Dynamics

Dramatic expression

Inclusion techniques

Sensitivity to thedisabled group

Not very formal SocialMonetary

2 – Trainers

PlainSocial

Monetary3 – (Re)

IntegratorsContact withEmployers

Training disabledpeople/

Technicians

Communicational“Selling”


Coimbra Municipal Council will publicize theMarketing Campaign and produce and distributeadvertisement and inserts.

The Fundação Rotária Portuguesa will handle in-formation and awareness-raising vis-à-vis the RotaryClubs.

Audiodecor is to take care of managing resourcesand assembling materials and supports for trainingsessions.

Note: All the partners will be involved in publicizingthe project, raising public awareness, contacting themedia and stimulating “word of mouth”. The responsi-bilities ascribed to the various partners may be alteredduring the course of the project, since it is, in fact, anexperimental project.

2 – Trainers

Trainers must have the skills relevant to the themesof: Group Dynamics; Dramatic Expression, and In-clusion Techniques. They will also be sensitive to thedisabled population in general and have experiencein the sphere of training in these themes.

They will undergo a Recruitment and Selectionprocess and have a job description. They will be givenIncentives (monetary and/or others), and be subjectto Involvement (motivation). Interpersonal behaviourwill be encouraged.

3 – (Re) Integrators

The (Re)Integrators must have Communicationaland “Selling” skills, exhibit sensitivity vis-à-vis thedisabled population and have experience in the sphereof interpersonal relations.

They will undergo a Recruitment and Selectionprocess and have a Job description. They will be givenIncentives (monetary and/or others), and be subjectto Involvement (motivation). Interpersonal behaviourwill be encouraged.


The processes linked to routing Disabled people withdifferent skills towards the labour market and thoserelating to the Project’s Support Services are describedunder point 6.1.2.1 – Nature of the Service of thisPlan.

The physical support is described under various pointsthroughout this plan. However, in order to bring it tomind, the main paths of the project and service aresummarized below.

6.6Processes

6.7PhysicalBack-up

Mupis, outdoor slots, panels, radio and newspaper advertise-ments, pamphlets, personalities supporting the project, contactswith clients, Logo and colours; Merchandising (T-shirts, bags,pens, caps, hats, waterproofs, shirts, polo shirts, mugs, allud-ing to the project)

Outdoor Activities – Surrounding environment (nature, city, etc.);Disabled and non-disabled people engaged in activities atthe same time; Equipment (bicycles, canoes); Support material(itineraries, charades, etc.); Seminars – Speaker; Supportmaterial (video projector, computer, flip-chart); Panels withpictures of disabled people in action; Room Layout

Professional assistants for disabled people; Trainers; Outdooractions; Good practices handbook; Room layout; Furniture;Decoration, and equipment (overhead projector, TV, video,camcorder, computer, video projector, packs for trainees andtrainers)

People to conduct the interviews; Room layout 45; Pamphlets,Handbooks; fixed phone and perhaps a Website as a solutionfor employers.

Colours; Logo; Information on the project, the services, thePartners, the Clients, the outcomes of the different actions (…)

Table 35

SYMBOLIC PATHS

PATHS DESCRIPTION

(Re)Integration

Communicationof the Project

Events

Training

Website 45

44 If the interviews are held in the NRC/APPC facilities.45 Only if this is approved as a way of making the service available.

7 OPERATIONAL GOALS

No financial operating goals will be outlined for thisproject (ROI; Cash-flows; PMR, etc.), since this is anexperimental project and not intended to yield a profit.Furthermore, its service provision activity is not yetunderway, nor are there any (direct) competitors,which means that there are no figures enabling com-parisons to be drawn. Indeed, in accordance with theprinciples in the Forecasting Methods, if forecasts areto be reliable, there should be analyses based on atleast five years of data.

The Markthink project aims to create employabilityconditions and to waken up “closed minds”. How?See the Figure below:

7.1FinancialGoals

7.2MarketingGoals

Make the service known/Communicate

Create employabilityconditions

Awaken“closed minds”

–Training–(Re)Integration–Creation of Tools

Op

era

tio

na

lO

bje

ctiv

es

Str

ate

gic

Ob

ject

ive

s

Figure 15Marketing Goals


In order to provide Training, stimulate (Re)Integra-tion, Create Tools and eventually make the serviceand what underlies it known, the Project will have toknow how many users the service will have.

In the Sub-Chapter on the Segmentation Strategy,the number of disabled “Clients” to be involved inthis project is given as twenty. There will therforealso be, initially, twenty employers/firms who will(re)integrate the trained disabled people. However,there are three questions to be taken into account:

– First, only eleven disabled people were in thefinal year (of three) of vocational training in theNRC/APPC in 2004. This means that a maximumof eleven employers/firms can be involved in theproject.

– Second, to be integrated, the disabled people willhave to be suitable for vocational training. Shouldthe success anticipated not materialize, thenumber of disabled people being integrated, andtherefore the number of employers/firms, involvedin this project will have to be reduced.

– Third, more than one disabled person can be(re)integrated in the same firm.

A database of firms must be compiled in the phaseof Recruitment (possible Clients) and Selection ofemployers/firms (Clients). Meanwhile, a database ofdisabled people involved in the service must also becompiled.

The dissemination/communication of the projectand service is aimed at the general public, that is, thepopulation of Coimbra and Aveiro. This populationnumbers 73 thousand people in Aveiro and 149 thou-sand in Coimbra.

Given this, the project’s Strategic Goals and theOperational Goals are now presented to facilitate un-derstanding of the next stage of the Plan – The ActionPlans – that is, what will be done, when, and whowill be responsible for doing it. See the Table below:

167OPERATIONAL GOALS

Tabl

e 36

STR

ATEG

IC G

OA

LS O

F PR

OJE

CT v

s O

PER

ATIO

NAL

GO

ALS

Sour

ce: P

repa

red

by th

e au

thor

STR

ATEG

IC G

OA

LSO

PER

ATIO

NA

L G

OA

LS

TIM

E-FR

AM

EG

OA

LSSI

ZEM

EAS

UR

ETA

RG

ET

To c

reat

eem

ploy

abili

tyco

ndit

ions

and

To a

rous

e “c

lose

dm

inds

”

Inte

rnal

to th

ePr

ojec

t

Inte

rnal

to th

ePr

ojec

t

Focu

sing

som

e m

arke

tse

gmen

t(s)

Get

the

atte

ntio

nof

all

the

targ

ets

Giv

e sk

ills

and

expe

rien

ce

To e

mpl

oydi

sabl

edpe

ople

Giv

ing

skill

s

Incr

ease

the

unde

rsta

ndin

gof

the

publ

icvi

s-à-

vis

the

proj

ect

–D

isab

led

Peop

le–

Dev

elop

men

tPa

rtne

rshi

p

–D

isab

led

Peop

le–

Empl

oyer

s

–Em

ploy

ers

–Te

chni

cian

s–

Dis

able

d Pe

ople

–Em

ploy

ers

–D

isab

led

Peop

le–

Gen

eral

pub

lic

–Q

uant

itat

ive

1 ye

ar–

Qua

litat

ive

1 ye

ar

–Q

uant

itat

ive

1 ye

ar–

Qua

litat

ive

1 ye

ar

–Q

uant

itat

ive

1 ye

ar–

Qua

litat

ive

1 ye

ar

–Q

uant

itat

ive

1 ye

ar–

Qua

litat

ive

1 ye

ar

Trai

ning

(Re)

Inte

grat

ion

Crea

tion

of T

ools

Info

rm/

Com

mun

icat

e

8 ACTION PROGRAMMES

The questions raised in this phase are (Nunes andCavique, 2001):

– What is going to be done?– When will it be done?– Who is responsible for doing it?– How much will it cost?

OBJECTIVES

Table 37

ACTION PLAN

TrainingDuring Action 2

(DP)

During Action 2(DP)

During Action 1(DP)

During Action 4(DP)

During Action 3(DP)

During Action 5(DP)

During Action 2and 3 (DP) and

Action 3 (Equal)

During Action 2(Equal)

– Pilot training sessions

– Personal Development Tools

– Good practices Handbook –Training Guide

– Good practices Handbookand outdoor activities

– Document to disseminaterelevant information

– Information Systemdissemination of companies’needs

– Project and Service

– Creation of a database– Recruitment, Selection,

Contacts– Integration and Follow-up

Make serviceknown

Communicate

Creationof tools

(Re)Integration

WHAT WILL BE DONE?WHEN WILL IT BE

DONE?HOW MUCH

WILL IT COST?WHO WILL BEIN CHARGE?

To beconfirmed

Leader:Ensigest

Leader:Ensigest

Leader:Ensigest

Leader:NRC/APPC

Leader:FBA

Leader:KAMAE

Leaders:Ensigestand FBA

In charge:DP

To beconfirmed

To beconfirmed

To beconfirmed

To beconfirmed

To beconfirmed


Although responsibilities will be shared by the vari-ous DP partners, the NRC/APPC will coordinate andrun the activities of the bodies responsible. The lead-er of each action will Review and Correct as neces-sary. We will now look at the responsibilities of thevarious partners and the implementation time envis-aged for each activity:

8.1Responsibilities/

Bodiesinvolved/

ImplementationTime

05/2003 07/2003 ✓ ✓

07/2003 09/2003 ✓ ✓

01/2004 03/2004 ✓ ✓

01/2004 03/2004...

✓ ✓

10/2004 2005 ✓ ✓

START

Table 38

TRAINING

BODYRESPONSIBLE RESPONSIBILITY

NRC/APPC

NRC/APPC

PD

Ensigest andNRC/APPC

Ensigest

KAMAE

Recruitment

SelectionDatabase

Formation

Pilot training actionsfor people withdisabilities and

technicians

46 Personaldevelopment

tools are madeavailable

Information System

IMPLEMENTATION TIME

CORRECTIONREVIEW

CP MP LP CP MP LPEND

46 The creation of personal development tools started on 10 October 2003; itsapplication started on 1 January 2004 and went on until March 2004; the follow-upservice started in August 2004.

171ACTION PROGRAMMES

04/2004 ✓ ✓

05/2004 ✓ ✓

06/2004 ✓ ✓

07/2004 ✓ ✓

From 08/2004 ✓ ✓

From 08/2004 ✓ ✓

START

Table 39

(RE)INTEGRATION

BODYRESPONSIBLE

RESPONSIBILITY

IMPLEMENTATION TIME

CORRECTIONREVIEW

CP MP LP CP MP LP

NRC/APPCand Ensigest


NRC/APPC





Recruitment(Database)

Selection(Database)

Interviews

Integration

After-sales

Follow-up

Tools

47 The creation of Personal Development tools started in October 2003, and theywere made available to disabled people between 01/04/2004 and 03/04/2004 (Train-ing period). The Project Information System, however, lasted until 2005 and, shouldthere be the need, the creation of tools could also last until the same year, with bothaccompanying the entire (Re)Integration and After Sales process.

10/2003 to 2005 47 ✓ ✓

10/2003 to 09/2004 ✓ ✓

10/2003 to 09/2004 ✓ ✓

START

Table 40

CREATION OF TOOLS


IMPLEMENTATION TIME

CORRECTIONREVIEW

CP MP LP CP MP LP

Ensigest

Ensigest

NRC/APPC

PersonalDevelopment

Tools

“Good PracticesHandbook – Training

Guide”

Good PracticesHandbook and

outdoor activities


PERIOD

Table 41

DISSEMINATE/COMMUNICATE


Ensigest

KAMAE

Ensigestand FBA

DP (to beconfirmed) 50

Ensigest

Document todisseminate relevant

information

Disseminationof companies’

needs

Communication

Disseminate SocialResponsability

Book – Case Study

IMPLEMENTATION TIME

CORRECTIONREVIEW

CP MP LP CP MP LP

04/2004 to 2005 48 ✓ ✓

From 08/2004 49 ✓ ✓

01/2003 to 2005 ✓ ✓

09/2004 to 2005 ✓ ✓

10/2003 to 09/2004 ✓ ✓

48 Period in which disabled people were contacted.49 Date on which the disabled people will be integrated into the firms.50 This aspect has not yet been properly defined, as it was agreed that it should

be included in Action 3 of Equal.

04/2003 07/2003 ✓ ✓

06/2003 09/2003 ✓ ✓

09/2003 12/2003 ✓ ✓

04/2003 2005 ✓ ✓

START

Table 42

COMMUNICATION WITH DISABLED CLIENTS


Ensigestand NRC

Ensigestand NRC

Ensigestand NRC

Ensigestand NRC

Communicationabout the Project

Communicationabout the service

Taking Action

Reinforcingmessages

IMPLEMENTATION TIME

CORRECTIONREVIEW



Communication of the project to the disabled peo-ple should start a month before they are recruitedand end once recruitment ends (i.e. April to Septem-ber 2003), so that they GET TO KNOW the name,characteristics, nature and positioning of the projectprior to being selected.

Communication of the service should start in June(one month prior to selection) of the same yearand ought to last until the end of the Selection phase(September 2003). It will thus be possible for them toGET TO KNOW the Image of the service, motivatingan emotional involvement on the part of the disabledpeople.

Finally, from the moment they are selected (Sep-tember 2003), the Clients of this service must be tar-geted by the communication on the experimentationof the service, stimulating their participation. It isintended that they should TAKE ACTION as soon asthey are selected (September 2003) up to the “start-up” phase of the service.

Finally, efforts must be made to boost the messagesin the minds of the clients.

03/2004 05/2004 ✓ ✓

03/2004 05/2004 ✓ ✓

05/2004 07/2004 ✓ ✓

START

Table 43

COMMUNICATION WITH EMPLOYER CLIENTS


Ensigestand FBA

Ensigestand FBA

Ensigestand FBA

Communicatingthe Project

Communicatingthe service

Taking Action

IMPLEMENTATION TIME

CORRECTIONREVIEW


Communication of the project and Training(Re)Integration services should start one month priorthe employers being recruited and end at the end ofSelection (March to May 2004). They can thus GET


TO KNOW the name, characteristics, nature andpositioning of the project, and GET TO LIKE theImage of the services, stimulating an emotionalinvolvement on the part of the employers.

Shortly before being selected (one month), theemployer-Clients should be targeted by the communi-cation on the experimentation of the (Re)Integrationservice, motivating their participation in this project.TAKING ACTION by arranging interviews with theproject and the disabled people is a step that hasalready been taken. The intention is thus to commu-nicate/motivate “Action” as soon as the employers areselected (May 2004) up to the phase when the disa-bled people are Integrated in their firms (June 2004).

01/2003 09/2004 ✓ ✓

From... ✓ ✓

09/2004 51

From... ✓ ✓

09/2004 52

START

Table 44

COMMUNICATION WITH GENERAL PUBLIC


Ensigestand FBA

Ensigestand FBA

Ensigestand FBA

Communicating theProject

Communicating theservices

Leading to change

IMPLEMENTATION TIME

CORRECTIONREVIEW


51 At the end of the provision o the (Re) integration service.52 As soon as the disabled people have been integrated.

Communication of the project should take placeduring Action 1 (Equal) and continue during Action 2(Equal) (from January 2003 to September 2004). Thename, characteristics, nature and positioning of theproject can be MADE KNOWN.

The GETTING TO LIKE the services’ Image, stimu-lating the emotional involvement of the Generalpublic can only start once the two services have been


provided: (Re)Integration and Training. Only then willit be possible to prove to the general public that it ispossible to train and integrate disabled people, andthat there are those who value them (employers).Then the process of CHANGING thinking and pre-conceptions can begin.

Finally, after the disabled people are Integrated intothe firms, the needs of firms in terms of the employ-ability of disabled people, and how the Project canembrace them, can be communicated.

176 SOCIAL MARKETING8

.2Ca

lend

ariz

atio

n of

Act

ivit

ies

8.2

.1Ca

lend

ariz

atio

n of

Ser

vice

s an

d Cr

eati

on o

f Too

ls

Tabl

e 45

CALE

ND

AR

IZAT

ION

OF

SER

VIC

ES A

ND

TO

OLS

May

-03

End

of 2

004

and

year

200

5

Good

Pra

ctic

es H

andb

ook

and

Trai

ning

Gui

de

Good

Pra

ctic

es H

andb

ook

for O

utdo

or A

ctio

ns

Trai

ning

Ser

vice

Recr

uitm

ent

Sele

ctio

n

Pilo

t Tra

inin

g Ac

tions

Use

of D

evel

opm

ent T

ools

Info

rmat

ion

Syst

em

(Re)

Inte

grat

ion

Serv

ice

Recr

uitm

ent

Sele

ctio

n

Inte

rvie

ws

Inte

grat

ion

Afte

r-Sal

es

Mon

itorin

g

Deve

lopm

ent T

ools

Crea

tion

of To

ols

Deve

lopm

ent o

f Too

ls

Jun-

03Ju

l-03

Aug-

03Se

pt-0

3Oc

t-03

Nov-

03De

c-03

Jan-

04Fe

b-04

Mar

-04

Apr-0

4M

ay-0

4Ju

n-04

Jul-0

4Au

g-04

Sept

-04


Tabl

e 46

CALE

ND

AR

IZAT

ION

OF

COM

MU

NIC

ATIO

N

Jan-

03En

d of

200

4an

d ye

ar 2

005

Diss

emin

atio

nof

firm

s’ ne

eds

Jun-

03Ju

l-03

Aug-

03Se

pt-0

3Oc

t-03

Nov-

03De

c-03

Jan-

04Fe

b-04

Mar

-04

Apr-0

4M

ay-0

4Ju

n-04

Jul-0

4Au

g-04

Sept

-04

Diss

emen

iting

Soci

al R

espo

nsab

ility

May

-03

…Ab

r-03

Diss

emin

. Doc

.

Com

mun

icat

ion

Book

Proj

ect

Serv

ice

Actio

n

Proj

ect

Serv

ice

Actio

n

Proj

ect

Serv

ice

Chan

ge

Com

mun

icat

ion

with

Gen

eral

Pub

lic

Com

mun

icat

ion

with

Dis

able

d Pe

ople

Info

rm

Com

mun

icat

ion

with

Em

ploy

ers

9 BUDGET

Training Service 7.5% –Recruitment 0.7% –Selection 0.8% –Pilot training actions 3.0% –Application of Personal Development tools 1.0% –Information System 2.0% –

(Re)Integration Service 7.8% –Recruitment 0.9% –Selection 0.9% –Interviews 2.0% –Integration 4.0% –

After-Sales 6.0% –Follow-up 5.0% –Personal Development tools 1.0% –

Creation of tools 2.3% –Personal Development tools 1.0% –Good Practices Handbook – Training guide 1.0% –Good Practices Handbook for Outdoor activities 0.3% –

Communication 5.4% –Dissemination Document 0.5% –Dissemination of companies’ needs 0.3% –Disseminating Social Responsibility 0.8% –Book 2.0% –Communicating with disabled people 0.3% –Communicating with employers 0.5% –Communicating with the general public 1.0% –

Staff expenses 70.0% –Facilities and Support materials expenses 1.0% –Assessment expenses 1.0% –Total 100.0% –

Table 47

BUDGET ALLOCATION

ITEMS COST REVENUE

10.1Monitoringand ControlMechanisms

10 MONITORING AND ASSESSMENTSYSTEM OF THE PLAN

Monitoring and Control help to facilitate all the proc-esses to run as expected. Assessment provides detailedinformation on the input of the bodies involved inthe activities, which can be used as evidence (ofquality) to the Clients, and may call attention to anyerrors not detected earlier.

To control the work being developed by the variousbodies involved in the Plan it was important to list, dateand determine the effect of the activities being devel-oped. Only by doing this could the activities be moni-tored, controlled and commented upon. See the Tables:

05 to 07/2003 June 2003 53

07 to 09/2003 August 2003 54

01 to 03/2004 February 2004 55

01 to 03/2004 February 2004 56

10/2004 to 2005 Monthly 57

Table 48

MONITORING AND CONTROL OF TRAINING SERVICE

OBSERVATIONSVERIFICATION AND

CORRECTIONACTIVITIES CALENDARIZATION

Recruitment

SelectionDatabase

Training

Pilot training actions for disabledpeople

Providing personal development tools

Information system

53-56 Verification and correction take place midway in the activity.57 As this is an experimental project the information system must be constantly

updated, since there are frequent changes.


04/2004 Permanent

05/2004 Permanent

Permanent

Permanent,06/2004 interview

to interview

07/2004Permanent

case to case

From Permanent08/2004 case to case

Table 49

MONITORING AND CONTROL OF (RE)INTEGRATION SERVICE

OBSERVATIONSVERIFICATION ANDCORRECTION 58

ACTIVITIES CALENDARIZATION

Recruitment process

Selection Process

Database

InterviewsProject/EmployerEmployer/Disabled person

Integration

After-sales

58 Permanent because it takes place in a short period of time.59 The development tools will be created as needed. Once created/utilized, they

should be verified and corrected.60 Verification and correction take place midway in the activity.61 Verification and correction at the same time as the analysis of the good

practices-training guide handbook, to take advantage of Synergies.

10/2003 to 2005On each

utilization 59

05 to 09/2004 July 2004 60

10/2003July 2004 61

to 09/2004

Table 50

MONITORING OF TOOL CREATION



Personal development tools

“Good Practices Handbook –Training Guide”

Good practices handbook foroutdoor Actions

183MONITORING AND ASSESSMENT SYSTEM OF THE PLAN

04/ 2004 to 2005

From 08/2004

01/2003 to 2005

09/2004 to 2005

10/2003 to 09/2004

Table 51

MONITORING OF COMMUNICATION/INFORMATION



Information documents andrelevant data

Dissemination of firms’ needs

Communication

Disseminating Social Responsi-bility

Book - Case Study

1 – Pre-test2 – During and at the

end of each utili-zation

During and at the endof the utilization

62

During and at the endof each utilization

During and at the endof each phase 63

Communication to disabled people

Communicating the Project

Communicating the service

Taking Action

Reinforcing the messages

04 to 07/2003

06 to 09/2003

09 to 12/2003

04/2003 to 2005

1 – Pre-test2 – Assessing the im-

pact at the end ofeach utilization

At the end of utiliza-tion

Communicating to Employers



Taking Action

03 to 05/2004

03 to 05/2004

05 to 07/2004



Communicating to the General Public


Communicating the services

Leading to change

01/2003to 09/2004

From 09/2004

From 09/2004



62 (To be done later in this Plan)63 Phases: Conception of content, design and graphics.


External Environment (Threats)

DP autonomy

Resistance to change

Employment of Psns

Legislation

Other____________________

Internal Environment(Weaknesses)

Domain of Activity

Physical and TechnologicalResources

Communication

“Margin of uncertainty”

Table 52

CONTROL OF MARKETING PLAN

CONTROL OF SITUATIONASSESSMENT AT 9 64 MONTHS

OBSERVATIONSBETTER WORSE NO CHANGE

Training Service

(Re)integration Service

After-sales Service

Totals

No. OF CLIENTSSINCE THE START

OBSERVATIONSAT 9 MONTHS

Env. 66 Real Diff. 67 % Env. Real Diff. %

No. of people integrated

Totals

FINALIDADE DO PROJECTO OBSERVATIONSSINCE THE STARTAT 9 MONTHS

Creation of Tools

Communication

CONTROL OF SITUATIONASSESSMENT AT 9 MONTHS

OBSERVATIONSBETTER 65 WORSE NO CHANGE

Env. Real Diff. % Env. Real Diff. %

64 September 200465 Than expected.66 Envisaged.67 Difference between number envisaged and real number.


Periodic assessment is regarded as highly importantso that there is time to take corrective measures andretrieve or minimize mistakes. Permanent control isdesirable for the same reason.

The following series of Tables indicate the Project’sassessment mechanisms:

68 Vis-à-vis provision of Service.

Table 53

ASSESSMENT OF EFFICIENCY OF THE TRAINING SERVICE

ACHIEVEMENTASSESSMENT OFCONTRIBUTION 68 OBSERVATIONS

BETTER WORSENO

CHANGEACTIVITIES

Recruitment

SelectionDatabase

Training

Pilot training actions fordisabled people

Providing personaldevelopment tools

Information system

Source: Adapted from Nunes, Cavique (2001)

10.2AssessmentMechanisms


Table 54

ASSESSMENT OF EFFICIENCY OF THE (RE)INTEGRATION SERVICE

Recruitment process

Selection Process

Database

InterviewsProject/EmployerEmployer/Disabled person

Integration

After-sales


Table 55

AASSESSMENT OF EFFICIENCY OF TOOL CREATION

Personal development tools

“ Good Practices Handbook– Training Guide”

Good practices handbook foroutdoor Actions


69 Vis-à-vis provision of Service.

ACHIEVEMENTASSESSMENT OFCONTRIBUTION 69 OBSERVATIONS

BETTER WORSENO

CHANGEACTIVITIES

ACHIEVEMENTASSESSMENT OFCONTRIBUTION OBSERVATIONS

BETTER WORSENO

CHANGEACTIVITIES


Information documents andrelevant data

Dissemination of firms’ needs

Communication

Disseminating SocialResponsibility

Book - Case Study

Communicating with disabled people



Taking Action

Reinforcing the messages

Communicating to Employers



Taking Action

Communicating to the General Public


Communicating the services

Leading to change

Table 56

ASSESSMENT OF EFFICIENCY OF COMMUNICATION

ACHIEVEMENTASSESSMENT OFCONTRIBUTION

OBSERVATIONSBETTER WORSE

NOCHANGE

ACTIVITIES



After presenting the methods of Control andAssessment that the Markthink Project should use, itis acknowledged that the assessments of the Resultsby the Clients and Users are of considerable interestin terms of the next activities.

So as to minimize any risk inherent to any aspect ofthe services which might imply more serious conse-quences, a contingency Plan has been drawn up forthe provision of services. Nevertheless, the experimen-tal nature of this project must never be forgotten, forthis could imply making changes to certain aspects ofthe services and activities at any time.

10.3Contingency

Plan

– Weekly timetable– Telephone contact to inform about change

– Spare room

– Giving out training material

– Monitors/Technicians must always be on hand

– Arrange extra training sessions– Replacement speakers

– At least one spare item of equipment

– Giving material in the next training session– Having replacement equipment on hand

– Utilization of tools amended in another trainingsession

– Weekly control

Table 57

CONTINGENCY PLAN FOR SERVICES

RESOLUTIONASPECTS TO KEEP

IN MIND

Site of the Service

Change of site

Room problems

Absences

Discomfort

Absences

Displaying Gaps

Displaying Problems

Displaying Gaps

Faults

INCIDENTS

Training Service

Users

Speakers

Equipment

Materials

Tools

Information system


– Start analysis of Selection of already-recruitedfirms

– Analyze already-selected firms

– Save information on daily basis

– Rearranging appointments

– Rearranging appointments

– Follow-up team made up of professionals fromdifferent areas

Table 57 (cont.)

CONTINGENCY PLAN FOR SERVICES

RESOLUTIONASPECTS TO KEEP

IN MIND

Delays in the process

Delays in the process

Computer problems

Delays and anticipa-tions

Delays and anticipa-tions

Difficulty integratingdisabled people

INCIDENTS

(Re)integration Service

Recruitment process

Selection Process

Database

“Project”/employers

Employers/DisabledPeople

Interviews

Integration

CONCLUSION

The mission of the project described is to “promote con-ditions of full integration for disabled people”. Its basic stra-tegic goals are a) to create employability conditions,focusing on these people and increasing their skills inthe Medium Term; and b) to awaken “closed minds”,focusing on employers and society in general, help-ing to open them up to the issue of disability in theMedium and Long Term.

As Kotler (1978) pointed out, an organization orsocial project should establish the positioning theywant their social cause to be associated with in themind of the different target publics. The positioningadopted by the Markthink project is: “Investors inSpecial People”.

Kotler (1978) also stated that projects or socialorganizations ought to identify the markets in whichthey operate and their respective segments. Given this,in the “magnitude” of the labour market, two marketsegments were selected. The first is composed of disa-bled people living in the Coimbra and/or Aveiro dis-tricts who are taking training courses with the NRC/APPC, are aged between 15 and 32, and have at leastcompleted middle school. The second segment con-sists of employers/firms that operate in the Coimbraand/or Aveiro districts (and who want to be sociallyresponsible, so as to draw benefits in terms of com-petitiveness, brand value, relations with suppliers,customers and the community).

The Markthink project is in fact a strategy of Prod-uct Development in the light of the current market,with new products (Ansoff Matrix). This strategy is


related to the market segmentation linked to productdifferentiation (Michael Porter’s Generic StrategiesModel).

The Marketing Professional must establish theorganization or project’s Marketing-mix (Kotler,1978). The project’s Product/Service Policy is thus pre-sented.

Its fundamental service involves promoting the fullintegration of disabled people into the labour market.The fundamental service (for the production of theessential service) is to route disabled people, withskills, to the labour market by means of contacts madewith employers/firms. The auxiliary services basicallyentail developing training actions for disabled people,giving materials to employers and training techniciansallocated to the project.

The service outlined concentrates on the position-ing of the “product”, conveying the idea that it issocially responsible by offering the consumer a long-term benefit. The aim, therefore, is for the Clients(Disabled People and Employers) to feel that they arepart of a project with social objectives (11th ACEDECongress, 200170).

This project does not aim to make any profit, andis of an experimental nature, so it is not being “com-mercialized”, though there is no reason why it shouldnot be in the future. In the event of this, the pricestrategy must be a penetration strategy, in the case ofthe training service, so as to “sell” large quantities andgain a market share, stimulating primary demand andleading to an opening-up of the market. Regardingthe service provided to firms/employers, and takingthe new basic law, approved on 27 November 2003,the policy adopted would be premium pricing.

The service alluded to will be made available onthe basis of a selective distribution strategy for thetraining service, and an exclusive distribution strategyfor the (re)integration service.

70 www.empresa.unizar.es/acede2001/trabajos/MK-chamorro.PDF

193CONCLUSION

The target audience of the communication strategywill be the disabled people involved in the project,the employers and the general public. The MarkthinkProject seeks to communicate its competences in train-ing and facilitate the “channelling” of disabled peopleinto the labour market by means of certain strategies.These will help to enhance Reputation (getting theproject known), Image (getting the nature of theservice liked), leading to a (change of) Action, as wellas to a change in behaviour and values.

The message will be developed bearing in mindthe nature of the service, the flexibility of its contentand its provision, the image (visual identity of theproject) and positioning, drawing attention to theproblems associated with disability.

Communication will make use of personal selling,public relations and advertising.

The means of communication used will be telephone,direct mail, own Website, pamphlets, outdoor mediaand mupis, panels, radio, newspapers and events,choosing both above and below the line methods.

The people involved in producing the service arethe trainers, (re)integrators and people belonging tothe development partnership, and the technicians.

The processes include channelling disabled peoplewith different skills into the labour market, trainingand (re)integration.

The physical support emphasizes symbolic paths,in particular at the level of communicating the project,events, training sessions, (re)integration and Website…

This is an experimental project that sets out tocreate tools for subsequent projects of a social nature,expanding strategic knowledge and experience, andbenefiting the publics for whom they are designed.

The Markthink Project’s ultimate purpose is tochange values. However, this kind of change is hardto achieve in the time-frame established for thisproject.

Communication of the project and the provisionof services are implemented in phases. The purposeof the project is to promote equal opportunities in


the labour market for disabled people, but this is alengthy process.

Information programmes will be established,calling attention to social problems linked to disability.The project, its essence, the service, Positioning andImage will be publicized.

The targets of the service provided by this projectare disabled people and employers. But when it comesto Communication, there is another target: the generalpublic.

The result of this experiment is intended to be aChange of Behaviour in the three targets – Employ-ers, Disabled People and the General Public. TheChange of Behaviour of Employers is demonstratedthrough the Integration of disabled people in theirfirms. A change of this nature is achieved for DisabledPeople by motivating the acquisition of new skills (de-veloping new skills). This change will be seen in theGeneral Public through the discouragement of discrimi-nation against disabled people.

In this context, it is vital that the methodologies,processes and strategies defined continue to be applied,using the results of this experiment as a departurepoint to succeed in creating better employability con-ditions for disabled people on a continuous and sus-tained basis.

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