Jamaica: a middle-aged program searches for new horizons.

PIP: The advertising and marketing consultant for Jamaica's Commercial Distribution of Contraceptives (JCDC) program, states that the program has reached a state of maturity that has resulted in some inertia. Although still the leader among contraceptive social marketing (CSM) programs in reaching the greatest percentage of its target market, product sales are no longer on an upswing, and retail outlets are not increasing in number. The project is hoping that the introduction of a new thin condom can help, but more than 1 new product may be needed to recapture momentum. The JCDC began in 1974 when Westinghouse Health Systems won a 3 year Agency for International Development (AID) award to create a Jamaican CSM program. Challenges facing the new social marketing project included: oral contraceptives (OCs) were sold only by prescription; most pharmacies were located in urban areas; many consumers associated condoms with prostitution and disease; and retailers were reluctant to carry contraceptives and ignorant of OC side effects. The 1st breakthrough came when Westinghouse obtained government permission to sell a project pill without prescription. After market research, project managers chose the name "Perle" for the JCDC's pill, manufactured in the US by Syntex as Noriday. "Panther" became the project's condom. Prices were set at US17 cents for a Panther 3-pack and 34 cents for a Perle cycle. Advertising messages appeared on television, radio, bus shelters, cinema screens, billboards, and point of purchase displays. By the end of the 1st year's sales, a soft goods manufacturer had asked permission to produce Panther T-shirts and a Reggae composer had popularized songs about the product. Such promotional tactics boosted sales of all contraceptives on the island. About 690,000 Panther condoms and 450,000 other brands were sold in 1976; 195,000 Perle cycles were purchased compared with 135,000 cycles for all other brands combined. By 1977, Westinghouse was reducing advertising and concentrating on expanding retail sales outlets. Panther was being sold through 1108 outlets; Perle was distributed via 267 predominantly pharmacy outlets. In 1977 AID's contract with Westinghouse ended and the Jamaican National Family Planning Board took over the project management. With its subsidy markedly reduced, the JCDC soon was experiencing difficulty in Jamaica's troubled economy; as well as difficulty in expanding sales outlet. Despite the project's financial pinch, the JCDC has -- with some success -- used imaginative tactics like contests to spur sales.^ieng