From Invisible to Influential: How Marketing Can Transform Perceptions of Social Care

Social care in the UK is often described as the “invisible sector” - essential, yet underappreciated and misunderstood. Despite its critical role in supporting some of society’s most vulnerable people, social care remains plagued by stigma, misconceptions, and a lack of public awareness.

Marketing has the power to change that. By reframing narratives, highlighting the sector’s value, and amplifying the voices of those within it, marketing can help social care go from invisible to influential.

The Stigma Surrounding Social Care                         

For years, the public discourse around social care has been dominated by negative headlines: funding shortfalls, staff shortages, and cases of neglect. While these issues are real and pressing, they have overshadowed the incredible work being done across the sector every day.

In my research into the perceptions and positioning of marketing in the UK’s social care sector, 78% of marketers surveyed cited “changing negative perceptions” as a key challenge. Meanwhile, only 24% of organisations actively invested in campaigns to tackle stigma or raise awareness about the sector’s value. This disconnect reveals a missed opportunity to use marketing as a force for change.

How Marketing Can Reshape Perceptions

1. Humanising the Sector

Behind every care service is a story - of resilience, compassion, and life-changing impact. Marketing can help humanise the sector by showcasing the people at its heart: the dedicated professionals providing care and the individuals whose lives are transformed by it.

For example, a campaign in Scotland’s care sector focused on sharing real stories from frontline carers. This approach not only highlighted the rewards of working in care but also challenged stereotypes about low-skilled work. As a result, job applications increased by 15%, and public sentiment around care careers improved significantly.

2. Promoting Innovation and Excellence

Social care isn’t just about meeting basic needs; it’s about enabling people to live fulfilling lives. From groundbreaking assistive technologies to person-centred care models, there’s plenty to celebrate.

Marketing can shine a spotlight on these innovations, shifting the narrative from crisis to progress. A great example is the use of digital platforms to showcase outstanding CQC-rated services, providing transparency and building public trust. Yet, as my dissertation findings show, only 11.8% of organisations surveyed prioritise promoting service excellence in their marketing strategies.

3. Engaging Communities

Social care organisations are deeply embedded in their communities, but this connection often goes unnoticed. By engaging with local audiences through events, partnerships, and campaigns, marketing can foster a sense of pride and ownership.

For instance, one regional campaign used social media to celebrate community volunteers supporting local care homes during the pandemic. The campaign reached over 1 million people, generating positive press coverage and strengthening community ties.

4. Building Advocacy Through Education

Many misconceptions about social care stem from a lack of understanding. What does social care actually involve? Who benefits? How is it funded? Addressing these questions through clear, accessible messaging can help demystify the sector.

Campaigns like Skills for Care’s “Every Day is Different” have made strides in this area, but there’s still work to be done. According to my research, 65% of marketers feel their organisations lack the resources or expertise to deliver educational campaigns effectively.

Marketing’s Role in Advocacy and Awareness

To truly transform perceptions, social care organisations need to view marketing as a strategic priority rather than an afterthought. This requires investment in skilled professionals who can develop campaigns with measurable impact.

However, the sector’s current approach to marketing often leaves it sidelined. In my research, marketers frequently described feeling “undervalued” and “excluded from strategic discussions.” One respondent highlighted the frustration of being brought in “too late” to influence initiatives effectively.

The lack of senior marketing representation compounds this issue. Organisations with marketing expertise at the leadership level are significantly more likely to use campaigns to tackle stigma and raise awareness. Yet, as my findings reveal, only 12.8% of organisations have senior marketers in decision-making roles.

A Call to Action

Social care organisations cannot afford to ignore the power of marketing. By investing in strategic campaigns, they can:

• Challenge stigma: Shift the narrative from crisis to celebration.

• Attract talent: Position social care as a rewarding and aspirational career choice.

• Strengthen trust: Build transparent, positive relationships with stakeholders.

• Amplify impact: Showcase the sector’s vital contributions to society.

Marketing alone won’t solve the challenges facing social care, but it can help create the conditions for change. As the saying goes, “You can’t be what you can’t see.” If social care wants to be seen as influential, it must first make itself visible.