Missing Out? Marketing’s Potential to Drive Strategy.

Is Social Care Missing Out on Marketing’s Potential to Drive Strategy?

Probably.

Observations, together with recent research, suggest marketing in the social care sector is often pigeonholed into specific functions: generating referrals, advertising job vacancies, or managing social media. While these roles are important, they only scratch the surface of what marketing can bring to an organisation. By limiting marketing to operational activities, many care providers are missing out on its potential to shape strategy, inform decision-making, and drive long-term success.

This article explores how marketing can be a strategic force in the social care sector, helping organisations respond to challenges, seize opportunities, and thrive in a competitive and highly regulated environment.

The Problem: Marketing’s Limited Role in Social Care

In many social care organisations, marketing is underutilised. You might not immediately agree – but try asking your marketing colleagues their views. It’s rarely seen as a strategic function and is often excluded from discussions about organisational priorities. This is partly because many senior leaders in the sector lack marketing expertise. Without a clear understanding of marketing’s strategic value, it’s seen as a tool for generating short-term results rather than as a driver of long-term growth and sustainability.

“We’re not involved in strategic conversations. By the time we hear about something, it’s too far along to influence it - and definitely too late to shape it properly. There’s always an element of ‘marketing comes in at the end’ wherever you work, but I’ve never seen it as stark as it is here. I’ve got years of experience developing strategy, leading teams, making real impact. Now I’m designing roller banners.”

– Marketing Manager, interviewed as part of my research into the Perceptions and Positioning of Marketing in Social Care

This narrow view creates missed opportunities. Skilled, experienced marketing and communications professionals can offer insights that go far beyond referral generation or recruitment campaigns. They can help organisations:

• Understand market trends: Shifts in demographics, funding, and public perception can significantly impact social care providers. Marketing teams are well-placed to track these trends and advise on how to adapt.

• Develop services: Marketing can provide valuable insights into what service users, families, and local authorities want and need, guiding the development of new offerings.

• Strengthen the brand: A strong, strategically positioned brand can differentiate an organisation in a crowded market, attracting both service users and staff.

…and even THAT is just scratching the surface (Trust me – I’ve done it.)

The Missed Opportunity: Strategic Marketing in Action

 

What does it look like when marketing is fully integrated into organisational strategy? Here are just some examples:

Service Innovation

Marketing professionals can analyse data on service user preferences, emerging needs, and gaps in the market. This information can guide the development of new services that meet specific demands, helping organisations stand out and attract new referrals.

Navigating Demographic Shifts

As the population increases and ages, demand for social care services is changing. Marketing can help organisations anticipate these shifts and position themselves to meet future needs. This might involve targeting new geographic areas, adapting services for different age groups, or communicating effectively with diverse audiences.

Crisis Management

In times of crisis, such as a pandemic or a reputational challenge, marketing plays an absolutely critical role in communication. Strategic marketing ensures that key messages reach the right audiences - from staff and service users to regulators and the wider public. And it’s really important to prevent significant reputational damage that the right person with the right communication skills can take responsibility for this.

Employer Branding

We all know that the social care sector faces ongoing recruitment and retention challenges. A strong employer brand, supported by marketing, can attract and retain top talent. This includes not just job advertisements but also storytelling, internal communication, and showcasing the organisation’s values and culture.

Actionable Solutions: Involving Marketing in Strategy

For care leaders who want to unlock marketing’s potential, here are some practical steps to take:

1. Invite Marketing to the Leadership Table

Marketing leaders should have a seat at the table – ideally permanently given the breadth of constantly changing discussions, but essentially when strategic decisions are being made. Their insights into market trends, audience behaviour, and brand positioning are invaluable for shaping organisational priorities.

2. Align Marketing with Organisational Goals

Marketing should be directly connected to the organisation’s mission, vision, and values. And they should be aware of the organisation’s specific objectives – one many miss. By aligning marketing efforts with these core principles, care providers can ensure consistency and effectiveness across all activities.

3. Invest in Marketing Expertise

Hiring experienced marketing professionals at a senior level can transform how an organisation approaches strategy. These individuals can bridge the gap between marketing and leadership, ensuring that marketing is not just a service function but a strategic partner. In turn, trust their judgement on the additional resource and expertise needed for your organisation to deliver a marketing and communications function that supports all areas of your business.

4. Make Space for Thought, Not Just Output

Social care marketing isn’t just about data dashboards and campaign metrics. Much of the value comes from the ability to reflect, respond, adapt and sense-check - based on feel, not formulas. Give your marketing team breathing room for thinking, developing, and influencing - not just delivering.

5. Develop a Strategic Marketing Plan

A clear, long-term marketing plan should align with the organisation’s overall strategy. This plan should go beyond short-term campaigns and tactics to include objectives for brand development, market positioning, and stakeholder engagement.

The Vision: Marketing as a Strategic Partner

When marketing is integrated into the strategic fabric of a social care organisation, it can drive real change. It’s not just about generating more enquiries or filling vacancies. It’s about setting direction, amplifying values, and connecting every part of the organisation - internally and externally - with clarity and intent.

Marketing can help an organisation define who it is, what it stands for, and how it communicates that to the world. It can bridge the gaps between departments, break down silos, and help leaders make informed, confident decisions that support long-term growth.

To unlock this potential, care leaders must shift their mindset. Marketing is not just a tool for operational support. It is a strategic asset - capable of steering the organisation forward, safeguarding its reputation, attracting talent, and connecting deeply with those it supports… and the tactical elements of marketing and comms will naturally still flow as part of that. You’re getting more, not less. Why wouldn’t you want that?

If marketing is still treated as a final step - something to ‘make it look nice’ - you’re not just underusing your team. You’re underestimating what your organisation is capable of.