sw me&o literature review california consumer awareness of ...€¦ · california residential...

SW ME&O Literature Review

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California Consumer Awareness of Energy Topics and Actions and the Energy Upgrade California Brand: A Review

DRAFT – February 6, 2013

Mike Wallace, Insights Manger, California Center for Sustainable Energy

Introduction: The California Center for Sustainable Energy (CCSE) reviewed a variety of reports in preparation for the Energy Upgrade California brand marketing plan for 2013-14, including ten key resource documents provided by PG&E. This review covers these ten documents:

1. California Energy Efficiency Strategic Plan (2011 Update) Jan., 2011 130 pages Author: California Public Utilities Commission

2. 2006-08 SW ME&O Process Evaluation

Oct., 2008 341 pages Author: Opinion Dynamics Corp. CALMAC reference ID: SCE0256.01

3. 2006-2008 Indirect Impact Evaluation of SW ME&O (v. 1 and 2)

Feb. 24, 2010 126 pages Author: Opinion Dynamics Corporation ID # CPU0027.01

4. Ethnographic In-Home Research Findings

Aug. 25, 2009 64 pages Author: Opinion Dynamics Corporation Presented to CPUC in power point

5. California Residential Customer Market Segmentation Study

Dec.10, 2009 65 pages Author: Opinion Dynamics Corporation Prepared in memorandum form for the CPUC


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6. 2009 Brand Assessment Nov. 16, 2009 48 pages Author: Interbrand Prepared in Memorandum form for the CPUC

7. Reconsidering What We Measure (whitepaper prepared for SCE and PG&E)

Aug., 2011 68 pages Author: Opinion Dynamics Corporation/Research Into Action SCE0305

8. 2011-12 General Households Population Study (GPS) in California

Aug. 30, 2012 112 pages Author: Opinion Dynamics Corporation/Research Into Action, SCE0321

9. 2012 Interim findings and Recommendations on the Whole House Process Evaluation – Findings

from PG&E Market Effectiveness Study May 1, 2012 42 pages Author Opinion Dynamics Corporation/SBW Consulting Presented in power point

10. 2010 Energy Conservation And Efficiency Marketing, Education And Outreach Study: CA

Oversample June, 2012 104 pages Author: Abt SRBI/Research Into Action

Summary: Energy Upgrade California is the third manifestation of statewide marketing, education and outreach (SW ME&O) in California since 2006. Previous iterations include Flex Your Power and Engage 360. This document reviews research conducted on SW ME&O and related findings from 2006 to the present. The narrative arc of SW ME&O since 2006 has been a series of gradual improvements, some big accomplishments, and some setbacks. The need for better coordination, more effective planning, carefully considered and segmented messages to reach and inspire target audiences to act, and marketing tactics rooted in research have been common themes in recommendations going back to evaluations of 2006-08 SW ME&O.


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1. California Energy Efficiency Strategic Plan (2011 Update) Jan., 2011 130 pages Author: California Public Utilities Commission

California’s Energy Efficiency Strategic Plan (CEESP) sets forth a roadmap for energy efficiency in California through the year 2020 and beyond. It articulates a long-term vision and goals for each economic sector and identifies specific near-term, mid-term and long-term strategies to assist in achieving those goals, including SW ME&O. CEESP considers SW ME&O as one of two broad efforts, together with Workforce Education and Training (WE&T) that California and the IOUs will approach the Plan’s ambitious goals by 2020. While SW ME&O is referenced throughout CEESP, section 10 in the CEESP (p. 79-82) is dedicated specifically to it. This section outlines CPUC’s goal for SW ME&O:

“Create and launch an integrated, statewide Marketing, Education and Outreach effort for energy efficiency, including an energy efficiency brand.”1

This goal will be achieved through four strategies:

• Creation of an instantly recognizable brand for “California Energy Efficiency” • Development of effective marketing messages that offer bundles of DSM programs

targeted to specific customer groups, delivered by partnerships with local governments, retailers and manufacturers

• Use of social marketing techniques to create emotional drivers for consumers to commit to participating in energy efficiency

• Creation of a web portal that allows EE practitioners and consumers to exchange information and solutions.

The anticipated outcomes from these efforts are “high levels of awareness statewide of the value of energy efficiency that leads to strong demand for energy efficient products, homes and services.”2 Specifically, SW ME&O will create instant brand recognition for EE in California, utilize appropriate channels to create “demand pull” sufficient to achieve CEESP goals, and motivate consumers to reduce their energy consumption on a daily basis.

CEESP also offers an ME&O implementation plan and timeline through 20203 (see table on next page).

1 CEESP, p.76 2 CCESP, p.76 3 Id., p. 78


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Implementation Plan and Timeline

Strategies

Near Term 2009 – 2011

Mid-Term

2012 − 2015

Long Term 2016 − 2020

1-1: Establish a recognizable and trustworthy brand for California’s Energy Efficiency and other DSM consumer products and services

Research appropriate look and meaning of a California efficiency/ GHG reduction Brand Launch integrated energy efficiency/DSM Brand Evaluate progress and refine strategy

Evaluate progress and refine strategy


1-2: Develop an Conduct statewide segmentation Evaluate progress and Evaluate progress and refine integrated marketing research, including LIEE and other refine segmentation segmentation research plan for all Californians hard to reach groups, on interests,

awareness, and attitudes/perceptions related to energy efficiency and global warming messaging Establish objectives and metrics for public campaign Develop targeted and highly relevant energy efficiency and DSM marketing messages to incite behavior change/action Create partnerships with private industry and businesses to help motivate consumer and business sector action Define deliverables for each strategy

research

1-3: Use social marketing techniques to build awareness and change consumer attitudes and perceptions

Develop a roadmap for a social marketing approach including exploration of behavioral science principles

Implement social marketing approach Establish partnerships with community, social, and other institutions and networks to convey the action messages


1-4: Develop a California Energy Efficiency web portal with statewide Information on GHG reductions, efficiency and DSM awareness and options

Develop initial website/portal for the energy efficiency/DSM industry Begin pilot programs in using web portal

Add consumer and business end use function to website/portal


1-5: Conduct public communications campaigns, alongside longer-term supporting school education initiatives to deliver the efficiency message

Implement integrated public communications and marketing campaigns Identify or develop curriculum for K-12 education, and work with state Board of Education to integrate into state requirements

Refine campaign based on ongoing research and evaluation insights (above) Initiate K-12 curriculum in initial locations Evaluate and refine, as appropriate

Continue to refine and deliver public communication campaign to support targeted actions Expand K-12 curriculum applications statewide and further integrate into state curriculum requirements


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2. 2006-08 SW ME&O Process Evaluation Oct., 2008 341 pages Author: Opinion Dynamics Corp. CALMAC reference ID: SCE0256.01

The process evaluation examines the operations of the program – in terms of delivery, design and implementation to improve the ability of the program to accomplish its goals. This evaluation looked at the various components and processes related to the implementation of the Flex Your Power SW ME&O program. The report documents the current programs and provides recommendations for future marketing and outreach efforts in the areas of: program goals; organizational structure and leadership; research; reach and frequency; creative messaging; segmentation; and outreach events. Key takeaways from the evaluation with greatest relevance to 2013-14 SW ME&O planning:

• Increased coordination and communication over the 2004-5 period resulted in a more

unified campaign. Examples include alignment of messaging based on annual themes; greater unification of brand in rural and Spanish TV outreach; monthly coordination among program implementers; implementers worked more closely with IOUs; and discontinuation of promoting specific IOU campaigns in favor of a more generalized message designed to increase customer awareness and participation.

• Absence of a clear mechanism to link SW ME&O efforts to the IOU side of the model. The mechanism for moving customers from general awareness to action was unclear; little or no co-branding or shared messaging between SW ME&O and IOU programs; some IOU DSM implementers felt SW ME&O were entirely separate from their efforts.

• Need for documented goals and direction. The study found inconsistencies between the goal stated by the SW ME&O, and the goals stated by the CPUC. It also found that one of the implementers, Efficiency Partnership, placed the lead role in program direction and guidance, followed by SCE as the next most central organization. The report also found absence of direction and no regulatory mechanism in place to ensure that the CPUC decisions are incorporated into concrete and measurable goals for the SWM&O programs.4

• SW ME&O raised awareness with clear messaging, but the messages were not actionable, and did not result in the desired actions. The brand was broadly associated with energy conservation, but not with specific ways a customer can reduce their bills and energy consumption. The logo had a more direct link to action, but the action (turning off a light) was not the focus of the FYP General campaign. Further, those who saw TV ads for the campaign believe the ads raise awareness and provide education, but these same individuals were not able to identify a specific action they would take after viewing the advertisements.5

4 2006-08 SW ME&O Process Evaluation, p.4 5 Id., p.4


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• SW ME&O website and events could be more effectively used to provide depth of information. Neither the website nor statewide advertisements promoted the 800 number. The campaign’s reliance on the brand (FYP) logo to promote the website was not able to effectively communicate the value of the website as an information resource. Events are one of the few opportunities to provide in-depth information and engagement in communities, but the implementer’s CBO network reach was limited to rural areas.

• A more strategic market segmentation approach is needed. The program was marked too broadly (adults 18-64 in rural areas, 25-64 across all markets, etc.). Marketing should be tailored to a segment’s needs and media usage. A sophisticated segmentation approach is required.

• SW ME&O programs need to expand Spanish efforts and enhance coordination and sophistication. The study found that Spanish media efforts were essentially run independently of each other. Spanish target audience definitions varied between program implementers, and found inconsistencies in creative and educational approaches used to target this market.

• Media reach and frequency goals were achieved overall. However, the approach of bundling campaigns together (incorporating Flex Alert) made it difficult for evaluators and regulators to determine whether reach and frequency goals for specific campaigns were achieved. While media buys were supported by research, an emphasis on mass media “locked in” buys, giving the overall campaign less flexibility.

The evaluation offers a series of 28 recommendations. Summarized, the recommendations are:

• Overarching: o Implementers, IOUs and CPUC need to agree on specific and actionable goals and

objectives, and a process for reaching consensus. o Implementers and IOUs need to define a clear path to action for the consumer. o All campaigns need to share creative to further solidify brand message. o The brand needs to be better distinguished amid other “green” brands. o CPUC must decide whether messages encouraging conservation during non-peak

times should be included. • CPUC:

o Should be more involved in the vetting the upfront planning process and PIP, appoint a single decision maker at the Commission, and determine a clear process for providing feedback and making improvements.

• Restructure the implementer role: o IOUs and CPUC should define SW ME&O role in terms of outreach rather than

target markets. o Spanish language elements of SW ME&O should be assigned to a specific

implementer. o Campaign elements should be designed with media habits of target segments in

mind.


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• Research: o SW ME&O research budgets should be consolidated into one. o IOUs should share their segmentation research with implementers. o CPUC should field a state-wide tracking survey.

• Improve overall reach: o Develop a more unified strategy o Develop clear reach and frequency goals o Develop a better customer segmentation scheme o Develop minimum reach and frequency goals o Develop a flexible ad hoc budget

• Improve messaging: o Determine ways to build the brand name’s meaning o Modify the logo to better align with target behaviors o Include a clear call to action

• Spanish language customers: o Maintain direct marketing efforts for Spanish and English speakers o Develop a cohesive marketing strategy for Hispanic audiences o Conduct market research on sub-segments of the Hispanic audience and develop an

approach targeting each sub-group o Implementers should provide more transparency in their budgets targeting Hispanic

audiences • Website:

o Continue to build and develop the site, allocate a budget for the website SEO, and online advertising, and incorporate analytics to better understand audience and their usage of the site.

• Outreach: o Expand outreach into urban areas, and to Hispanic audiences in rural and urban

areas


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3. 2006-2008 Indirect Impact Evaluation of SW ME&O (v. 1 and 2) Feb. 24, 2010 126 pages Author: Opinion Dynamics Corporation ID # CPU0027.01

The purpose of this study is to understand the value and effects of the Program Year (PY) 2006-2008 Statewide Marketing and Outreach (SWM&O) efforts. The primary objectives were to quantify (1) program reach and exposure; (2) behavioral intention; and (3) energy savings from behavior change (as indicated in Decision 05-04-051, April 21, 2005). Key takeaways from the evaluation with greatest relevance to 2013-14 SW ME&O planning:

• While the campaign reached most (75%) of California households, it fell short of its intended

goals. Consumers were not exposed to enough messages to elicit target behaviors in sufficient numbers; Hispanic audiences were less aware of the brand than other groups.

• The campaign’s largest impact is in building awareness and knowledge. Face-face interactions and in-language marketing was seen to be more effective than general mass media and other tactics.

• Small but significant improvements in both intent to take action and behavioral change was observed. The program was found to have the capacity to move exposed individuals to act.

• SW ME&O helped to bolster energy savings. Upstream IOU programs are also a factor. • Increased awareness of and participation in rebate programs were observed. IOU programs

are a large factor in participation.

The evaluation offers a series of eight recommendations. Summarized, the recommendations are:

• Include clearly defined goals and PPMs in planning. • Review existing messaging for each market and periodically assess market conditions. • De-emphasize mass media. • Refocus efforts on specific, localized initiatives designed to inspire action. • For future evaluation efforts: base evaluation on multiple success criteria that take into

account behavioral impacts and intermediate effects; CPUC and implementer should work together to determine success metrics and clear goals; use exposure, reach and frequency metrics in mass media as well as impact metrics, and; incorporate quasi-research methods into future efforts to tease out effects of ME&O from other market influences.


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4. Ethnographic In-Home Research Findings Aug. 25, 2009 64 pages Author: Opinion Dynamics Corporation Presented to CPUC in power point

The purpose of the qualitative study was to inform 2010-11 SW ME&O marketing strategy by better understanding how residential customers feel about energy efficiency. Key takeaways from the study with greatest relevance to 2013-14 SW ME&O planning:

• The majority of households contacted believe they are already doing everything they can to

save energy. • Semantics matter and future efforts need to take these nuances into account.

o Saving is something they do; wasting is something others do o Turning off the lights is the #1 association with saving energy, and associations with

light are stronger for Spanish speaking populations o Solar is more of a priority for some because it is hard to reduce energy usage, but

with solar “I can as much energy as I want”. o Households do not use the same terms used by the industry (ex: energy vs. kilowatt,

or energy-saving bulbs vs. CFLs) o Conservation is equated with energy efficiency, although “conservation” doesn’t

come up without prompting and has other associations (ex: “save wood”). o EE is closely associated with equipment or appliances, whereas conservation is

associated with behavior. • Most believe they are doing all they can because:

o They can’t readily identify what contributes the most to their energy use. Most top of mind associations with energy use are with “immediate” sources (lights, fans); home envelope measures are infrequently associated

o Most purchasers assume they have bought an EE appliance, or that “new” is efficient. For some, purchasing a new EE appliance is in itself wasteful.

o Californians are doing other things outside the home within their budgets that they believe is contributing to energy efficiency (ex: bike to work, donate to Sierra Club, etc.). In other words, multiple actions contribute to Californians “doing their part”.

• SW ME&O needs to expand the list of actions to increase energy saving actions and measures. Most households behave similarly despite their stated intentions. Each household has the potential for movement.

• Most households believe that saving money and the environment matter the most compared to other factors (health, foreign sources of energy, etc.). However:

o Saving money is weakly linked to motivating action; most households are willing to pay for their usage, and energy costs are low relative to other expenses.


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o Saving the environment is weakly linked to motivating action because the relationship between household energy use and the environment is not obvious.

• Commonly cited motivations are weakly linked to energy saving action (lifestyle changes, etc.). Waste emerged as the most promising motivator.

• EE and EC are consistently low priorities for most households; addressing barriers should increase their relevance.

• EE and EC have different barriers and should be treated as different asks. • Barriers matter more than motivations. • Actors within the home play the greatest role mediating behavior. Personal experts and

norm setters can also be influential. Community influences do not mediate behaviors. • EE and energy conservation lack visibility and social capital. • IOUs stand out as the most cited source for trusted information. This includes Spanish

speakers.


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5. California Residential Customer Market Segmentation Study Dec.10, 2009 65 pages Author: Opinion Dynamics Corporation Prepared in memorandum form for the CPUC

This memo provides the California Public Utilities Commission (CPUC) with the final statewide segmentation scheme developed to inform the 2010-2011 Statewide Marketing and Outreach Program’s (SWM&O) efforts for the state’s investor owned utilities’ (IOUs) future program development, marketing and outreach efforts. It provides an overview of ODC’s segmentation approach, methods, and final statewide segmentation design. Key takeaways from the study with greatest relevance to 2013-14 SW ME&O planning6:

• Outreach efforts should be tailored, in format, content, and depth of information to each segment. The same marketing strategy or a single mass media campaign is unlikely to maximize movement among all groups.

• Outreach efforts should constitute non-traditional as well as traditional media formats to enlist all segments in a call to action campaign, aimed at moving each segment to the next energy saving step.

• Depth of knowledge, understanding and personal concern for energy efficiency varies among households. To move households to action, outreach activities need to address misunderstandings on what constitutes an energy “efficient” behavioral choice through substantive education and outreach.

• Outreach activities should leverage the current attitudes and beliefs of each target audience and speak to them in their terms, from their perspective, and with messaging that directly appeals to them.

• Grassroots and community-based groups, as well as information-driven web formats, have a strong role in helping to mobilize segments to action and to generate a behavior change, above and beyond the limited, awareness-generating capacity of mass media.

• Five unique consumer segments were identified in the research. These segments differ in their relative levels of behavioral adoption and their attitudes towards energy use7:

o Leading Achievers (22% of sample) o Practical Spenders (18% of sample) o Striving Believers (25% of sample) o Thrifty Consumers (21% of sample) o Disconnected (15% of sample)

See next page for a snapshot of the segments.

6 Final Segmentation Report, p.1-2 7 Id., p.19


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6. 2009 Brand Assessment Nov. 16, 2009 48 pages Author: Interbrand Prepared in Memorandum form for the CPUC

Interbrand was requested to provide an assessment of the brand equity and potential of Flex Your Power to meet new marketing and savings goals set forth in the California Energy Efficiency Strategic Plan (CEESP) and CPUC Decisions D07-10-032 and D08-09-40, including the opportunity to evolve the brand represent other demand-side energy solutions such as demand response, low income energy efficiency, and distribution generation such as solar. The assessment process had two principal phases: 1.) a public survey of brand equity and elasticity, and 2.) an analysis of the findings of the survey. Key takeaways from the study with greatest relevance to 2013-14 SW ME&O planning:

• The levels of aided awareness of Flex Your Power and Energy Star were consistent with the findings of other recent studies. However, the assessment revealed new insights about these brands, especially when compared with utility and “red herring” (fictional) brands8.

o The brand is not top of mind for energy efficiency or energy conservation and fell well below the required minimum unaided recall rate.

o While aided awareness was relatively high (66%), most consumers had little knowledge about the brand.

o In general, most (75%) of consumers had limited knowledge of the brand. • The key recommendation was to create a new statewide brand for statewide marketing,

education and outreach9. Rationale: o There is a strong opportunity to motivate behavioral change in California with a

brand that defines the “smart energy actions” space before it becomes crowded and confused by messages from others.

o Marketing cases and research show that a brand with limited salience (low recall, high recognition) must expend significant resources to overcome current perceptions, and even then its effectiveness is likely to be compromised by its limited associations.

o Attempting to evolve a brand that has not achieved a stronger position after several years of significant investments and exposure would require more resources than launching a new brand that is based on sound research and a purpose-built creative strategy.

8 2009 Brand Assessment, p.6 9 Id. p.13


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7. Reconsidering What We Measure (whitepaper prepared for SCE and PG&E) Aug., 2011 68 pages Author: Opinion Dynamics Corporation/Research Into Action SCE0305 The whitepaper presents a summary of frameworks used by the energy efficiency industry to understand and motivate residential customers to participate in energy savings programs. The authors explore the adequacy of the current AKA and AKA-b frameworks, provide a brief history of research findings on behavioral change, and introduce a new stage model for building on past successes and allowing for more thoughtful design of marketing and outreach campaigns and “asks”. Key takeaways from the study with greatest relevance to 2013-14 SW ME&O planning:

• AKA and AKA-b are not sufficient for explaining the motivations and barriers of behavioral change.

• Current and past ME&O programs are almost entirely aimed at providing information and/or incentives; while information is useful, it is rarely sufficient to incite behavioral change.10

• Incentives can overcome some barriers, but they are being as inducements without regard to an economic formula.11

• Perceived levels of control a consumer has about their ability to take action (self-efficacy), and norm activation (how the consumer believes the action is perceived by others) are the key to driving behavioral change.12

• The Values, Beliefs and Norms (VBN) Theory is seen as a promising framework. • Introducing any marketing initiative also has to take into account which stage the

customer is in relative to their decision to adopt a new behavior. The most current version of this theory is embodied in Rogers’ Innovation Diffusion model.13 This stage model treats new behaviors (energy saving action) as an innovation in itself and is based on:

o Level of awareness o Level of persuasion/information o Whether the consumer is in the early or late stage of thinking about the

behavior o Whether the consumer has taken action o After taking the action, whether the consumer agrees the action will meet or

continue to meet their household needs. • Habits and emotions such as risk of loss can also motivate behavior.

10 Reconsidering What We Measure, p.2 11 Id. p.3 12 Id. p.4 13 Id. p.9


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• The authors present a stage model of behavior change, based on a synthesis of foundation research:

o Stage 1: Awareness/Knowledge o Stage 2: Concern o Stage 3: Personal Responsibility o Stage 4: Intention o Stage 5: Behavior change o Stage 6: Maintenance (i.e. rewarded for continued behavior)

The authors further synthesize the research and offer a new stage model with causal features14:

Finally, the authors offer an integrated model with potential intervention points (see next page)15:

14 Id, p.23 15 Id, p.27


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8. 2011-12 General Households Population Study (GPS) in California Aug. 30, 2012 112 pages Author: Opinion Dynamics Corporation/Research Into Action, SCE0321

This document presents the results of the General Household Population Study (GPS) conducted in 2011-2012 for Pacific Gas & Electric (PG&E) and Southern California Edison (SCE). The GPS was designed to address four research goals in the residential sector16: 1) Validate the awareness-knowledge-Attitudes-Behavior (akAB) model of behavior change as it relates to energy saving behavior; 2) Segment residential customers and identify marketing and outreach opportunities for current and future PG&E and SCE energy efficiency programs and campaigns; 3) Examine recent appliance and electronic product purchasing behavior to support Home Energy Efficiency Rebate (HEER) and Business and Consumer Electronics (BCE) program evaluations; and 4) Assess appliance recycling and comprehensive house retrofit behaviors in the general California residential market. The authors made six overall recommendations17. Key takeaways from these recommendations with greatest relevance to 2013-14 SW ME&O planning:

• The akAB research shows that awareness/knowledge of energy efficiency, concerns about energy use, personal responsibility attitudes toward energy efficiency, and intentions to conserve energy at home vary across behavior-based market groups.

• Continue to include environment in messaging:” Higher awareness/ knowledge of, concern about, and personal responsibility attitudes toward the effects of energy use on the environment are key traits of those who have done comprehensive home upgrades and those who have bought ENERGY STAR appliances without a utility rebate. Pro-environmental messaging is likely important in influencing the attitudes of those who are less aware of, less concerned about, or feel less responsible for energy effects on the environment. 18

• Recommendations targeting specific residential customer segments: o Target Practical Spenders with financially focused messages, and Leading Achievers with

environmentally focused messages about EE. o Target middle income households with lower price-point appliances and products.

• Broaden customer knowledge of Energy Star beyond large appliances. • Track participant and non-participant aKa scores over time to develop PPMs. • Conduct further research on akAB to determine whether the model is effective at motivating

DSM behavioral change.

16 General Households Population Study (GPS) in California, p.11 17 Id., p.14-15 18 Id., p.14


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9. 2012 Interim findings and Recommendations on the Whole House Process Evaluation – Findings from PG&E Market Effectiveness Study May 1, 2012 42 pages Author Opinion Dynamics Corporation/SBW Consulting Presented in power point

Slides presenting interim findings to PG&E on its Whole House program (Energy Upgrade California). The whole house findings are specific to PG&E. The presentation covered three areas: 1) findings from PG&E’s Marketing Effectiveness Study; 2) SCE’s contractor training assessment, and; 3) an interim report on the Whole House Process Evaluation. Key takeaways from these recommendations with greatest relevance to 2013-14 SW ME&O planning:

• 29% of residential customers are aware of Energy Upgrade California • 13% reported seeing brand materials or displays with the logo • Only 3% had visited website • Actual awareness may be higher than reported awareness; after prompting, 43% reported

seeing at least one Energy Upgrade California message • For those aware of Energy Upgrade California, the brand is about saving at home (52%); 31%

associated the brand with updating equipment; 28% related the brand to house/home; 20% related the brand to clean/green energy; and 13% related the brand to rebates.

• Continue to look for ways to reach customers online. Top channels for self-reported time spent with media (not brand specific): Internet (84%, 5+hours/week); TV (77%, 5+ hours/week); newspaper (50%, 4x/week, 40% daily); radio (38%, 5+hours/week).

• Among those aware of the program, the largest number (27%) heard about the program on the radio, followed by direct mail (18%). Newspaper, WOM, Internet and TV all ranked at 10%.

• WOM and events most effective reaching workshop participants, at 24% and 20% respectively. • Participants report hearing about program from contractors, followed by WOM. • Banner ads have relatively low appeal (16%). • Of those aware of Energy Upgrade California, more than half associated it with PG&E. • Message appeal/recall is unclear. Few could recall any specific messages. • Lower bills and incentives have the greatest appeal, followed by saving energy and the

environment. However, for participants, comfort is an important benefit. This was echoed by participating contractors. Among non-participants, environment is as important as comfort.

• Of the three brochures tested, the statewide brochure had the greatest appeal, followed by incentives, and then “local champion/energy ambassador”.

• Participation requires more than just awareness. Most (75%) who were aware of the program indicated they needed more information; cost (13%) was cited as the second reason. Among those who receive information, cost is the greatest barrier (34%), followed by issues around contacting a contractor.


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• 31% of workshop participants signed up for the program. The leading source for hearing about a workshop was email (22%), followed by WOM (17%), local event (16%), and direct mail. Newspaper and internet ads were close (10% and 9%, respectively).


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10. 2010 Energy Conservation And Efficiency Marketing, Education And Outreach Study: CA Oversample June, 2012 104 pages Author: Abt SRBI/Research Into Action

The report presents findings from a CA oversample to the 2010 Energy Conservation, Efficiency, and Demand Response Study. The oversample was intended to provide a baseline for the 2011 ME&O campaign, and this report compares California-specific findings with results from the national survey, and describes market-segment characteristics of California customers. The authors used the 2009 segmentation algorithm developed by Opinion Dynamics to divide the CA-Oversample into five distinct market segments. The California Public Utilities Commission (CPUC) and the four California investor-owned utilities (IOUs) [Pacific Gas & Electric (PG&E), Southern California Edison (SCE), Southern California Gas (SCG), and San Diego Gas & Electric (SDG&E)] sponsored the CA-Oversample. Key takeaways from these recommendations with greatest relevance to 2013-14 SW ME&O planning:

• A majority of California and U.S. respondents (55% and 64%, respectively) reported doing more to save energy in the past year. The vast majority of California and U.S. respondents said they already were engaged in saving energy.19

• In California, about half of respondents (51%) listed saving money as their most important motivation for saving energy in their home. Only 17% listed the environment.

• About three-fourths of those surveyed (CA and nationally) say they “always” try to save energy. CA residents are much more likely to say they’ve been very successful at saving energy compared to the national average (57% vs. 22%, respectively). More than half of Californians surveyed said they knew as much or more about saving energy than others.

• Californians’ efforts to save energy differ dramatically compared to people in other states. They are less likely to purchase or add energy efficient windows/doors, insulation, weather stripping or caulking, adjust the thermostat during the day, or perform HVAC maintenance. They are more likely to turn off lights, and use full loads in dishwashers and clothes washers.

• The primary information source for Californians to learn about saving energy is a non-IOU, non-government website (26%). Only 14% cited a utility website for energy information.

• For those who purchased an EE product for their home, most (59%) cited energy efficiency as “very important” in their decision (vs. 20% nationally). Californians are most interested in rebates for the purchase of new EE appliances, and were more likely to be interested in having an old appliance hauled away for recycling. Californians are also more likely than the average American to know about Energy Star.

• Californians are more likely to be aware of CFLs and have them in their homes. Barriers to installing CFLs include “won’t fit” into an existing fixture, mercury content, and disposal.

• About 2/3 of Californians report knowing about home energy audits.

19 p.7


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• More than half of Californians surveyed were either “extremely” or “somewhat” satisfied with their IOU. SCE customers ranked their utility highest in “extremely high” satisfaction (33%), while PG&E ranked lowest (22%). 28% of SDG&E customers gave their IOU “extremely high” satisfaction marks.

• Most (65%) of Californians have heard of the term “carbon footprint:” 10% of those had calculated their own carbon footprint. Interestingly, none in the Disconnected segment surveyed for this study had heard of the term, whereas nearly all in the Leading Achievers, Striving Believers, and Practical Spenders segments had.

Conclusion:

California’s Energy Efficiency Strategic Plan (CEESP) sets forth a roadmap for energy efficiency in California through the year 2020 and beyond. CEESP considers state-wide marketing, education and outreach (SW ME&O) as one of two broad efforts, together with Workforce Education and Training (WE&T), that California and the IOUs will approach the Plan’s ambitious goals by 2020. Despite the benefits offered by CEESP’s vision and the state’s leadership on energy efficiency, saving energy is not top of mind for most Californians. While energy is vitally important in our lives, we tend to take it for granted (until there is an energy crisis). As a result, since 2006 SW ME&O has built awareness about energy topics, but has not convinced enough residents to take an energy saving actions.

The SW ME&O brand exists in a crowded marketplace of other “green” brands. It is competing not just against these brands, but also competing for the attention of consumers who are busy, who believe they are doing enough already to save energy, who think that their actions won’t matter, or feel that it is others - - not them - - who should be doing more. SW ME&O must do a better job distinguishing itself in this crowded marketplace of ideas. It must deliver a message that speaks to the unique needs of distinct consumer segments, builds their awareness about the importance of saving energy, increases their knowledge about energy, and inspires them to make saving energy a way of life. Another challenge facing SW ME&O has been coordination of efforts between multiple stakeholders, on both the planning and implementation front, and alignment of goals. Despite improvements in these areas and other successes since 2006, more improvement is needed to accomplish CEESP’s ambitious and important goals.

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