Terms of Reference 26-6-94

  • To develop corporate marketing strategies for the Society.
  • To develop a time frame for the implementation of the strategies.
  • To develop the benefits of physiotherapy to the public.
  • To Report to Executive
  • To promote regular liaison with all branches and SIGs on matters of marketing.
  • To develop the marketing focus.
  • To develop the research base for information to promote the benefits of physiotherapy.
  • To recommend priorities of actions to be carried out over the next five years.
  • To describe physiotherapy in a market orientated fashion in order to make the profession’s body of knowledge more identifiable to the selected target markets.
  • To educate the membership about the workings of the Society and continually improve communication within all levels of the organisation.
  • To develop the resource base of information on which to base the strategic working plan.
  • To implement the strategic marketing plan over the long term and specifically within the next twelve months.
  • To educate the membership about, and the need for,  marketing.
  • To liaise and co-operate with McMos.
  • Membership - A minimum of 3,  and up to five members of the NZSP,  appointed by Executive.


Executive to appoint the chair.  One member shall be a member of National Executive.

  • The Committee shall have the power to co-opt as necessary from time to time.
  • The job description for marketing liaison officers for branches and SIGs had been prepared, and ready to distribute to branches and SIG Marketing Liaison Officers.

Much of the work of the Marketing Committee in 1994 was behind the scenes,  gathering and collating data needed to formulate the Strategic Marketing Plan for the Society.  By June 1994 National Office had developed a McMos Sales Manual which was approved for distribution by Executive.  The manual was be forwarded to all Marketing Liaison Officers,  so members throughout the country could see what was available from the mail order shop.[1]  Sales from McMos were high in 1994,  Richard Hopkins and Suzanne Georgantis managed and ran the shop[2].

In November 1994 it was agreed to undertake a random survey of NZ GP’s and Consultants on their perceptions of Physiotherapy[3] .  A calendar of events was kept at National Office,  to avoid or minimise clashes between all the different events being run throughout the Society.

The Committee developed a proposal to form a Marketing Projects Fund to help finance marketing and P/R initiatives around the country at a local and National  level[4]..In February 1995 Executive agreed that a pool of funds for marketing should be included in its annual budget provision


  1. Locals events would be funded up to $250 per event. 
  2. Regional/national events would be funded for to $500 per event.
  3. Each application would be judged according to need,  suitability and expected outcome. 


  1. The fund would be widely advertised to members.   The proposals for funding should be made by the 1st of March, June, September and December to National Office.
  2. The Marketing Committee would set criteria for the approval of applications.
  3. The Marketing Committee will select suitable proposals for final endorsement by Executive.

It was agreed in February 1995 that the Marketing Committee undertake a survey of non-Society physiotherapists to determine their perceptions of the NZSP in order to complete its database for the external analysis.  The Physiotherapy  Board was contacted to acquire an up-to-date list of the register from which a random selection of non-members would be surveyed.  Executive approved a budget of $500 to complete the survey.

McMos - The Product Decision Making Model proposed by Richard Hopkins and the Criteria for Feasibility of new Products Guidelines were approved by the Executive in February 1995.[5]

A Postal random survey of New Zealand General Practitioners and Consultants on their perceptions of physiotherapy[6] was conducted in February 1995,  and it was pleasing to note that there was generally a high satisfaction level from referrers.  Identified gaps in the doctor’s knowledge base re physiotherapy gave the Committee direction as to how to further promote physiotherapists to the medical profession.

Further surveys for 1995 included non-members on their views of the Society,  with Executive giving $500 to complete the survey.  This survey highlighted a lack of knowledge by non-members about the range of services offered and the scale of membership fees,  especially for part-time workers,  would be a priority.  Future action was to consider the scale of membership fees,  especially for part-time workers.  Another survey was done at the end of 1995 to ascertain funders’ perceptions of physiotherapists eg. ACC, the RHAs, and private insurers.

By May 1995 the Strategic Plan was still evolving and would be ready in about 6 months  Surveys were still being processed.  All members needed to be involved at an individual level to raise the community’s awareness of the profession and all the Society  could offer[7]. The Working Party continued to meet through 1995 and 1996.

Executive agreed in September 1995 that any lobbying for any external body e.g.Government Department ,  ACC.  Private Insurers,  Professional Associations should be done through the Executive Officer in conjunction with the appropriate person from Executive and not devolved to Standing Committees[8].

Education for members in 1995 was tackled by talks to branches and SIGs as well as the marketing column.

New promotional material was developed by the Society and used to promote physiotherapy in NZ at the WCPT conference in Washington DC.  McMos sales grew rapidly.

Marketing had a quiet year in 1996 with regards to the development of the NZSP Strategic Marketing Plan.  Problems were that the three people on the Committee were all very busy,  and despite repeated calls to members for assistance no one was willing to help take on the preliminary work necessary to get the plan to a stage where it could be passed on to consultants.  Unfortunately finances were also not there to buy in the expertise to further help with this work. [9]

However many of the recommendations contained within parts of the plan had already been implemented from within and outside the Society.  A lot of work was done to educate stakeholders about physiotherapy and the Society,  formal links and network were made with key groups who could assist with lobbying,  or who had key influence over purchasing decisions regarding physiotherapy.  The Society profile continued to improve with all these groups and put us in a better position to negotiate on behalf of the physiotherapy services being provided to the New Zealand public.

Much of this work was done at National level either through National Office or National Executive.

In March 1996 the Victorian Branch of the AUPA suggested exchanging exchange of information and PR material through the development of an international network, it was agreed this would be advantageous[10].

Some Standing Committees e.g.ACC and the Quality Committees played a vital role as had certain SIGs - NZPPA, NZMTA, Women’s Health, Waikato BOP with lobbying on specific issues.  Several SIGs were keen to develop their own public relations material.  The Marketing Committee was keen for this to occur,  but it needed to be done in a co-ordinated way,  so that the public and purchasers were not confused as to the message[11].  Also in 1996 a binder to hold multiple journals was marketed. 

A prize for the 1,700 member of the Society was suggested.  In 1996 a prize was awarded to the 17,000 member of the Society,  and in 1999 a prize awarded to the 18,000 member of the Society.


[1] E.M. 26-6-94

[2] Annual Report  1994 page 6

[3] E.M.1994 various

[4] Annual Report  1994 page 6

[5] EM 17-2-95

[6] E.M.1994 various

[7] Annual Report  1995 Page 9

[8] E.M. 16-9-95

[9] Annual Reporty 1996 page 7

[10] E.M.25-3-96

[11] Annual Report  1996 page 7

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