How Can Marketers Build Sustainable Success?

8/14/2019 How Can Marketers Build Sustainable Success?

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HOW CAN

MARKETERSBUILD

SUSTAINABLE

SUCCESS?


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1. WHY MARKET SUSTAINABLY?

2. WHAT IS SUSTAINABLE MARKETING?

3. THE TIME TO ACT IS NOW

4. THE CASE STUDIES:

CADBURY BRINGING FAIRTRADE TO THE MAINSTREAM

MARSHALLS CREATING A MARKET FOR ETHICAL LANDSCAPING MATERIALS

M&S MOVING FROM PLAN A TOWARDS SUSTAINABLE BUSINESS

SPEEDY CREATING SAFE SOLUTIONS FOR YOUR CUSTOMERS

UNILEVER BRAND IMPRINT: USING BRANDS TO ENCOURAGE POSITIVE BEHAVIOUR CHANGE

CO-OPERATIVE BANK MAKING YOUR ETHICAL POLICY A KEY PART OF YOUR SERVICE TO CUSTOMERS

AUDI DRIVING EFFICIENCIES TO IMPROVE YOUR ENVIRONMENTAL IMPACT

DIAGEO WORLD CLASS MARKETING APPLIED TO RESPONSIBLE DRINKING

5. ONES TO WATCH

6. QUESTIONS FOR MARKETERS TO ACT ON

We would like to express our sincere thanks to all the members of the Marketplace Leadership Teamwho have driven this initiative and the 60 Marketing Directors who have contributed to the thoughtleadership. With special thanks to our partner The Marketing Society, our sponsors RKCR/Y&R and ourmedia partners Marketing Magazine.

Marketplace Leadership Team Members

Todd Stitzer CEO Cadbury

Jeremy Hicks CEO Audi UK

Mark Clare CEO Barratt Developments

Andy Fennell Chief Marketing Officer Diageo

Richard Reid London Chairman KPMG

David Jones Divisional Registrar John Lewis Partnership

David Cheyne Senior Partner Linklaters

Hugh Burkitt CEO Marketing Society

Richard Exon CEO RKCR/Y&R

Mike McGrath Commercial Director Speedy Hire

Amur Lakshminarayanan CEO Tata Consultancy Services Europe

Gavin Neath SVP Global Communications Unilever

Over the last year the Marketplace Leadership Team has taken a long,hard look at sustainable marketing because todays CSR is being led bythe marketing and sales team as much as the corporate centre.

We looked beyond the buzzwords to find out if, and how, businessesare creating and marketing sustainable brands for the future. Throughmeetings with over 60 leading marketers we debated ways to generatecompetitive advantage, connect with consumers and customers, andtackle social and environmental issues.

In this document, we share the insights and key questions marketersshould act on. By building sustainability into - instead of onto - brands,were creating a new, more authentic breed of CSR.

Campaigns are bigger, better and longer lasting than ever before. Theyrebuilt by brand champions who blend a desire to make a difference with

the drive to make money.

The range of opportunities is incredible. And the innovation and passionbeing applied is impressive. Its about brands which are environmentally,socially, commercially and financially sustainable.

Some call this ambitious. I say its essential. Quite simply its just goodbusiness.

Chair, Marketplace LeadershipTeamBusiness in the Community

CEO, Cadbury PLC


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Simply put, we are facing a series of major global issues. We dont have enoughplanet to sustain our lifestyles. We need three planets in order to sustain theUKs current levels of consumption, or a massive five planets to sustain NorthAmericas current level of consumption.* Add to this the many social problemsof excessive consumption, such as long term ill-health, and the issues are toogreat to ignore any longer.Marketing has been seen as part of the problem. it has helped create thevery unsustainable habits we need to change. Historically marketing has beena powerful tool to sell more volume and make more profit. This wont be asustainable model for growth in the future.SUSTAINABLY?

MARKETWHY

The status of brands hasgiven them the ability toextend themselves acrossmany markets, withoutlosing their meaning.Into the future, there

are big opportunities forbrands and marketers tocontribute to the solutionand future proof theirbusinesses by adoptinga more sustainableapproach to marketing.

*WWF One Planet Living


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AND THE WAY IN WHICHYOU MARKET

Actively managing yourresponsibilities to customers,and being open and honest inyour communications.

It is about influencingcustomer behaviour tocreate both profit andpositive societal change.

IT IS ABOUT WHAT YOU MARKET

Creating brands and companies thatare fit for the future both

commercially and for society.WHAT IS

SUSTAINABLEMARKETING?


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THE TIMETO ACT IS

NOW

Sustainability isnt just a marketingploy, or something we do to make us feel

good about ourselves. We believe it isabsolutely critical to our future success.Its our responsibility to make sure thatwe do business in a way that is sustainableand makes a positive contribution to theenvironment and society.

Cathryn Sleight, Marketing Director, Coca-Cola

This is a crucial time for brands. The nature of marketing is changing, trust istransient and customers could desert your business if you fail to respond to

the growing social and environmental challenges facing us all.There is a lot of confusion, doom and gloom for brands to contest this.However, the case studies in this publication show that a lot can begained by dealing with these issues whilst keeping an eye on the positiveopportunities.

Marketers are uniquely placed to be able to drive change inside theirbusiness: through innovation, new product development and influencingsupply chains. Externally, sustainability gives marketers another platform tobe able to connect with customers and create strong relationships of trustand integrity, influencing customers to make better choices and to createmass behavioural change for the good of us all.


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THE OPPORTUNITYCadbury has sourced cocoa from Ghana for 101

years. When research commissioned by Cadbury

showed that cocoa farming in Ghana had

become less attractive to the next generation

of farmers, Cadbury seized the opportunity

to further develop the livelihoods of cocoa

farmers, strengthening its supply source and its

relationship with customers and consumers.

Cadbury launched the Cadbury Cocoa

Partnership in 2008 and achieved Fairtrade

certification for Cadbury Dairy Milk in a

groundbreaking move for Cadburys flagship

brand in 2009. Ethical consumerism was growing

and consumer recognition of the Fairtrade

logo was also accelerating, with awareness

high at around 70%*. The move to Fairtrade

certification for the nations favourite chocolate

bar has contributed to a Tipping Point for the

Fairtrade Foundation, accelerating Fairtradechocolate further into the mainstream through

30,000 outlets, from supermarkets to corner

shops. Available at the same great taste and

price, Cadbury Dairy Milk has created a new

generation of Fairtrade consumer fans.

Bringing Fairtradeto the mainstreamCadbury

Cadburys performance driven, values led culture canbe traced back to its Quaker roots almost 200 yearsago. Cadbury first began selling drinking chocolateas an alternative to alcohol, ensuring that the price

of its products were accessible to all. The companyguaranteed high quality products whilst providingpioneering workers benefits with the development ofa Factory in a Garden. This approach to responsiblebusiness practice is as true today for Cadbury as itwas then. Cadbury promotes Principled Capitalism;the notion that doing good is good for business andsustainability commitments are deeply embedded intobusiness strategy.

Cocoa is a vital raw material for Cadbury and in 2008Cadbury published research into cocoa production.The research, led by the Institute of DevelopmentStudies and the University of Ghana, showed that theaverage production in some cocoa farms had droppedto 40% of their potential yield. Even though cocoaprices were at an all time high, Cadbury recognised theneed to invest in its cocoa growing communities. Itwas essential to secure the supply of a vital ingredientwhilst enhancing the standard of living for its cocoafarmers by improving incomes and developingcommunities.

The establishment of the Cadbury Cocoa Partnershipin 2008 saw Cadbury collaborating with the UnitedNations Development Programme, local governments,

farmers and communities. The partnership representsa 45 million investment over a ten-year periodto secure the economic, social and environmentalsustainability of around a million cocoa farmers andtheir communities in Ghana, India, South East Asiaand the Caribbean. The Partnership is currently activeacross 100 Ghanaian farming communities.

Building upon this base of sustainable agriculture, andtwo years of discussion with the Fairtrade Foundation,Cadbury attained Fairtrade certification for CadburyDairy Milk in the UK and Ireland in July 2009. Cadburythen faced an unusual marketing challenge as to howto communicate this move to its heartland audience.Cadbury insights revealed that when analysing themarket for ethical consumption, there were threetypes of consumer groups.

IMPACTSCadbury Dairy Milks move to Fairtrade has

already delivered significant wins for Cadbury,

for the Fairtrade Foundation and for Ghanaiancocoa farmers. Cadbury has strengthened

its relationship with its core consumers and

built stronger ties in Cadburys key chocolate

markets with the campaign being welcomed

by Ghanaian community leaders both in Ghana

and in the UK.

Cadbury has also built on the work of the

Cadbury Cocoa Partnership, supporting the

sustainable supply of a fundamental ingredient.

For the Fairtrade Foundation, the Cadbury

move increases Fairtrade UK sales by 25%**.

Awareness of the move is also reaching the

feel good factors; after just six weeks on air

the Zingolo campaign had reached 83% of

the UK population with 182,112 views of on

YouTube and 17,161 Facebook fans. And in

Ghana, 500,000 has already been transferred

to the cocoa growing communities, as the first

installment of the Fairtrade premium.

THE STORY

There were the ethical elites who are thetraditional Fairtrade consumers. These areconsumers who are fully committed to seekingout ethical choices and who are willing to payabove the average to support what they feel isright. At the other end of the spectrum were theantis who are completely disengaged with theethical agenda; they had no desire to know aboutit and they certainly didnt want to pay more forit. Lastly, but most significantly, there were thefeel good factors. These were by far the largestconsumer group and they represented Cadburysheartland consumers. These are consumers whoare interested in ethics, but not to the extent of

compromising convenience, value or taste.Cadbury needed to communicate successfully withthe feel good factors without alienating the antisor the ethical elites. The first step was to launch anonline blog to engage the ethical elites at the verybeginning of the creative process. Here, consumerswere able to interact directly with the CadburyDairy Milk brand and share their thoughts on themove to Fairtrade. To engage all three audiences,Cadbury decided to develop its communicationscampaign taking inspiration from the origin of itsFairtrade cocoa; Ghana.

Cadbury Dairy Milk used its advertising constructa Glass and a Half Full Productions to engageits audiences; a campaign designed to entertainand make people smile called Zingolo. Cadburydeveloped a music track, accompanying poppromotion video and press and poster campaignthat showcased the talents of Ghanaian craftsmen,artists, musicians and dancers with a local cast ofover 350 people. The pop promotion was filmed ina cocoa producing community that Cadbury workclosely with in Ghana, and starred Ghanaian musicsuperstar Tinny. The track is available to downloadon iTunes and all profits raised go to Ghanaiancocoa growing communities.

The campaign aimed to tell the story of Cadburyand Fairtrade in a realistic and engaging way,celebrating Ghana. Qualitative focus groups tookplace early on into the concept developmentprocess involving Ghanaian community membersand consumers in the UK and Ghana. The FairtradeFoundation were also heavily involved in guidingthe development of the campaign.

*Figure correct as of 2008 ** Based on 712 million fairtrade sales in 2008


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Cadburys mission to take Fairtrade into the mainstream does not stopwith the UK. In August 2009 Cadbury confirmed that three more markets,Canada, Australia and New Zealand are to receive Fairtrade certification

for Cadbury Dairy Milk by early 2010. As a result around one quarter ofCadbury Dairy Milk global sales and 350 million Cadbury Dairy Milk barswill be Fairtrade certified in 2010. This will act to quadruple Fairtradecocoa sales from Ghana to 20,000 tonnes in 2010.

THE NEXT CHAPTER


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THE STORYIn 2007, Group Marketing Director Chris Harrop travelledto Budhpura in Rajasthan. Whilst visiting different stonequarries, Chris witnessed children working in harshconditions, carrying heavy loads, wielding sledgehammersand operating jack-hammers, without protective clothing.Child labour was, and still is, an industry-wide problem.

Research by NGO Hadoti Hast Shlip Sansthan showedthat between 15% and 20% of workers in Indian quarriesare children, many quarries enforce bonded labour (wherelabour is demanded as a means of loan repayment) andexploit migrant workers. Often these quarries are illegaland non-compliant with international labour standardsand safety laws. With over 2 million square metres ofsandstone being imported into the UK from India eachyear, this is clearly a huge and very real issue.

Marshalls saw it as vital to take action. Not only has thecompany taken every step to ensure there are no childrenworking in suppliers quarries, it has also put in place aneducation programme for the children of quarry workersas well as paying adult workers a living wage. As part of

its ethical supply chain programme and adherence to theEthical Trading Initiative (ETI) Base Code, Marshalls haspartnered with a local NGO, Hadoti Hast Shlip Sansthan,to improve the lives of vulnerable families working thequarries around Bhundi and Kota in Rajasthan. Marshallshas committed investment to promote education in Kota.While many might regard this as a business going beyondits role as an economic entity, one of the key learnings forMarshalls has been that as a business it needs to be part ofthe solution to the larger social and environmental issues.

However in order to have the mandate to do this as abusiness, Marshalls needed to make the case for action totheir customers and this posed considerable challengesin itself. With other large businesses as their maincustomers, Marshalls needed to find a way to reach themwith their message, as well as the end consumer in orderto create the necessary demand for Fairstone.

Not all of Marshalls direct customers are gardeners. Marshallsalso deals with merchants and installers. To successfully take thiscampaign through to the end consumer and create the demandwith their customers, Marshalls had to approach its marketing ofthe issues by widely targeting the end consumer as well as tradecompetitors and merchants. Marshalls developed its Marshalls

for Sustainable Landscapes Campaign to raise awareness oflabour issues in Indian Sandstone quarries in the national press.Marshalls produced a booklet, The Truth About Imported IndianSandstone distributed to all trade, consumer and nationalmedia as well as leading industry bodies and competitors.Marshalls also got ITV News at Ten to come and do an exposon the widespread use of child labour in Indian quarries ensuringits message was disseminated as widely as possible. Marshallsaim was to make the existence of these practices undeniable forother companies and force them to address it.

MarshallsCreating a market for ethical landscaping materials

THE OPPORTUNITYChild labour in your supply chain

is something companies are

often unaware of. However when

Marshalls, a UK landscaping business,

discovered child and bonded labour

in Indian sandstone quarries, the

company set out to expose the

problems facing the hard landscaping

industry. By making the choice to

be transparent about their supply

chain and educating their consumer

through their marketing, Marshalls

has carved out a niche in the market

as the unique provider of Fairstone.

While more expensive, Fairstone

has seen significant take up from

customers because of Marshalls

success in bringing the consumer on

their ethical journey.

IMPACTSOf course all of this investment on the ground does have a costimplication. The stone that Marshalls source is approximately 25% moreexpensive as a result. However, Marshalls managed to effectivelycommunicate the industry-wide issues and customers respondedstrongly to their efforts. Sales in Indian Sandstone, now known asFairstone, increased significantly despite the additional cost.

Marshalls proactive media advocacy campaign had far reachingeffects. Working with a specialist ethical communicationsconsultancy, Marshalls achieved coverage in all key target mediasectors reaching 15 million people with an editorial value of1 million. Coverage was gained across all national newspapers.

Marshalls has also increased its market share in ethical stone - astrong testament to the value of being transparent and explaining

your position to consumers.


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Marshalls is also bringing education andtransparency to its customers through itspioneering efforts on carbon labelling. Marshallshas now introduced over 2,000 official carbonlabels for all its domestic and commercial pavingproducts. Not only has this enabled targetedreductions of emissions of energy-intensiveproducts, it has also empowered customers tomake environmental buying choices.

Customers have been actively engaged throughawareness-raising marketing including brochurescontaining comprehensive information andinternally, employees have developed a betterunderstanding of how to relate the carbon benefitsof products. Marshalls website includes MarshallsGuide to Carbon Labelling as well as a widely usedcarbon calculator. This information empowerscustomers to make responsible decisions.

Marshalls carbon reduction programme hasalready saved 525,000 in energy costs andreduced emissions by 2,383 tonnes by improvingproduction and targeting procedures identifiedas being carbon intensive. In addition, the carbonfootprints of much of the concrete block pavingrange have been reduced by 39%.

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Marks & SpencerMoving from Plan A towards sustainable business

THE OPPORTUNITYRetailers have always used consumer

insight to connect with their customer

base and influence behaviour. What

Marks & Spencer (M&S) realised is

that they could harness this powerto take customers with them on a

sustainability journey with the aim of

becoming a much more sustainable

business and gaining competitive

advantage. In order to make that

change M&S aims to change the

mindset of 50 years of retailing and

with Plan A M&S has began this

process. Not only is it changing how it

operates internally, it is creating more

sustainable products and incentivising

positive behaviour change. This is

producing savings for their customers

and their business.

IMPACTSThe social and environmental impacts of Plan A are huge and range across

their five commitment areas: climate change, waste, sustainable raw

materials, fair partnership and health. Some of the biggest include:a reduction in CO2 emissions by 96,000 tonnes since 2007; a reduction in

non-glass packaging usage by an average of 12%; and reducing salt levels

in 67% of the food categories they sell. It has also reduced food carrier bag

usage by over 80%. Comprehensive progress reports are provided for all 100

commitments in its annual How we do Business Report. For M&S what was

initially expected to be a costly investment has already turned cost positive

only half way through the course of the plan as they make considerable

energy and waste savings. In effect significant investment costs in more

sustainable practice are being more than matched by substantial savings

from eco-efficiency.

Its 2006 campaign, look behind the label told a number of stories about the lengthsit went to in sourcing its products. However, three years into Plan A M&Ss researchshowed that mainstream customers were struggling to connect with the technical Plan Amessaging. In 2009 the marketing team sought to simplify the messaging and developeda customer strapline for M&Ss Plan A activities - Doing the right thing. This simplemessage encapsulated their Plan A action plan, calling on customers to be partners insustainability and consequently connected with customers much more deeply.

The success of the engaging and simple messaging was demonstrated in Think Climate.Wash at 30 degrees. Through product innovations 70% of M&S clothes could be washedat 30 degrees thus saving them money and reducing environmental impacts at thesame time doing the right thing.

In another example the Oxfam clothes exchange campaign saw customers who tookthe step to donate M&S clothes to Oxfam receive a 5 M&S gift voucher that could beredeemed when they spent 35 or more back in M&S. Not only did th is get 100,000s ofcustomers back in M&S spending money, 3.2 million garments were recycled instead ofgoing to land fill and it has raised around 1.9 million for Oxfam through the sale of thedonated clothes.

Mike Barry points out the importance of making customers, particularly the what

difference can I make group, feel as though they are part of a (tribe for change theyneed to be aware that they are not alone but one among millions of individua ls who areall making small c hanges that together make a big difference. ) M&S recognise the powerof brands as tribes. Through its brand it is utilising its huge daily convening power acrossthe globe to inspire more sustainable living.

THE STORYIn January 2007 M&S launched Plan A, a 100 point sustainabilityplan across five commitment areas: climate change, waste,sustainable raw materials, fair partnership and health. It covers thewhole M&S value chain. A supply chain producing 35,000 productlines in 2,000 factories and 20,000 farms; operations consisting of600 stores and 900 lorries; and the customer use and disposal of350 million items of clothing and 2 billion items of food each year.As a result Plan A could not just focus on M&S own operations;to truly transform their business and make headway across theircommitments they needed to take their customers and supplierswith them on the journey.

M&Ss research showed that its cus tomers were overall slightlymore concerned with environmental and social sustainabilitythan the general UK population. About 80% of its customerswere concerned in some shape or form about environmental andsocial issues. Although there was a proportion of sustainabilitycrusaders- about 10% of its customers - there were two muchlarger groups, both representing about 35% of its shoppers, whowere willing to contribute to sustainability if it was made simple.The if its easy group and the what difference can I make group.To make the biggest difference it was these two customer segmentsM&S needed to connect with, and so the question was how bestto reach them?

To make it easy M&S first concentrated on the changes it couldmake to product formulation or supply chain activity to makeits products more sustainable. It looked at many areas including:how it could strip out salts and fats from its foods, get fish fromsustainable sources, and use fairtrade cotton in its clothes givingcustomers more sustainable products with no extra hassle andwith no extra cost. M&S committed to tackling as much of thesustainability challenge as it could before asking customers to join

the journey.

M&S recognised that communicating with customers on the work itwas doing was essential. However, in order to get the most tractionit needed to make sustainability easy for their customers and find away to actively engage them as partners beyond reassuring them thatM&S was working hard behind the scenes. Mike Barry explains: Itsabout making it easy for your customers to make the sustainablechoice. You need to do the heavy lifting then they will follow.


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Although M&Ss Plan A is leading practice for them it is only thebeginning of the story. M&Ss strategy over the next 10 years seesit moving from Plan A to How We Do Business (2012-2020) wheresustainability is embedded to drive commercial success with theeventual aim of building a Sustainable Business (2020-2030).Sustainable Business means a radically different business modelwhere its business is at least 50% less carbon intensive, generateszero waste and creates socio economic value wherever it touchespeoples lives. At the heart of the whole journey is communication,demonstrating that change is needed within M&S and across itscustomer base; that change is possible; and indeed will result in abetter quality of life and better commercial performance.

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THE STORYSpeedy operates a depot network of 400 sites acrossthe country. It provides tools and equipment as wellas specialist support to a range of clients coveringconstruction, infrastructure, facilities management,industrial, local trades and commercial, retail & leisureindustries. Since 2008 it has been realigning itself awayfrom a product focused business to market sectorspecialists, providing a more service orientated offering.

In 2004 Speedy decided to change its offer from merelyproviding tools and equipment to making safety a keyproposition through the Safety from the Ground Upcampaign; a Health and Safety Campaign targeting highrisk areas of work in the construction industry including:working at height, hand arm vibration, dust control, andrecently, manual handling. The aim was to communicatethe health and safety message as simply as possible andto the widest audience. Speedy wanted to actively helpcustomers reduce accidents on site and discharge theirlegal duties under the new regulations through effectivesite level communication.

An internal steering group consisting of members fromSales, Marketing, Operations and Health and Safety

developed the marketing campaign through a two-waydialogue with all key stakeholders including key customerHealth & Safety Directors, the HSE, customers, suppliersand other related organisations. Speedy carried outonsite research with workers and customers and investedkey time and resources, setting up research study withLoughborough University. This was to look at how thehealth and safety of manual workers can be improvedparticularly with regard to exposure to vibration from handoperated equipment.

From their findings Speedy produced a communicationshealth and safety toolkit aimed at all levels withincustomer companies, and was backed up by a nationalposter and advertising campaign. The programme wassupported by the training of over 1,250 Speedy staff todeliver toolbox talks on site to ensure the messagesreached workers with literacy issues.

IMPACTSThrough its campaign Speedy has so fardelivered over 150,000 talks to site workersfree of charge and made its training materialsaccessible from its website. Not only has ithelped customers with a business problem,it has spread the health and safety messagefar and wide. This education has helped bringabout a positive change in customer behaviourwith millions now being invested in new saferequipment. This in turn has seen a 142%increase in revenues from working at heightrelated equipment. HSE statistics also showeda 29% decrease in fatalities from falls in 2005,the year that Safety from the Ground Up waslaunched.Speedy now owns the health & safety agenda,its strategic focus has moved to providing thisunique service to customers rather than justselling tools and equipment and the pool ofindustries now receiving health and safetyservices by Speedy now extends beyond itsinitial focus of the construction industry.

Speedys ability to solve problems for its customers and engagement with customersin the planning stage has built closer relationships which are growing into realpartnerships and has allowed expansion of its customer base. This has translated intoa 131% increase in revenue since the launch of the campaign in 2005. Much of thisgrowth is accounted for by the fact that new products lines incorporating additionalsafety features have seen increased sales. The drive to improve safety on sites hasbecome such an active campaign it is now a key part of the Speedy brand, and hashelped to improve customer loyalty and develop their business.

Speedy Creating safe solutionsfor your customersTHE OPPORTUNITY

Health & Safety Executive figures show that

2.1 million people suffer from an illness they

believe was caused or aggravated by work, and

that there were 229 workers killed at workin 2007/08. By far the most risky industry in

which to work is construction with 72 people

killed annually. Following the introduction

of new Working at Height legislation Speedy

saw a clear customer need in helping to

communicate at site level on health and safety

and particularly the new regulations, which are

designed to improve safety at work. Research

showed that 67% of workers on-site were

unaware of the new rules.

Speedy is the leading tool and equipment

company in the UK, and it saw that ensuring

safe use of its equipment was a big problem for

its customers. Not only was it a problem Speedy

could help to solve it could turn the solution

into a central part of its offer.


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Speedy has sought to continually innovate each year and has seen new health and

safety issues added to the campaign. Speedy are now replicating its service focus in a

new campaign Getting Greener from the Ground Up by helping customers addresswaste and resource management, energy efficiency and pollution. Speedy is the first

tool hire company to offer solutions to the growing environmental challenges in the

industry differentiating it from competitors and improving its portfolio of offerings.

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An example of Brand Imprint shaping brandstrategy is Lifebuoy the biggest soap brand in

India, Pakistan and Indonesia. Lifebuoy has runhygiene education programmes in South EastAsia since 2002. As a result of its Brand Imprintstudy the marketing team decided it needed tounderstand better the impact of hand-washing onpreventing diarrhoeal disease - a condition thatkills three million children every year. In 2008 a 10month clinical trial of over 2,000 poor families inMumbai was carried out. The results showed thatfamilies who washed their hands at critical timeseach day with Lifebuoy had a much lower incidenceof diarrhoea compared with families in the controlsample who typically washed their hands only onceor twice a day, if at all.

This prompted Lifebuoy to introduce a new socialmission to persuade 1 billion people to wash

their hands at five key moments every day. It isan ambition that will help to save lives, improve

health and increase school attendance, as well asincrease sales of soap. Already over 150 millionconsumers in South East Asia have been reached bythe programme.

A second example comes from the LaundryCategory. In June 2009 Unilevers detergent brandslaunched an initiative called the Cleaner PlanetPlan. This aims to help consumers reduce theirenvironmental impacts by modifying laundryhabits. If everyone can be persuaded always towash full loads, not exceed the recommended dose,and wash on lower temperatures, then the impactis enormous on a global scale. Unilevers laundrybrands are used in over 330 million washes aroundthe world every day, so the potential for positivebehaviour change is substantial.

H ST RT e result was a process lled Brand I pr t to l w iche able bra tea s to take a 360 look attheir social,e ono ic a env ronm tal impacts and the an ex ern linflue ces a d mar et for es s api g t em.

F r th proc s to in traction in t e siness, iit w s decide t inv ve n just t e gl al brandtea s, ut an gersfrom key fu ctions rightacrossthe value chain,incl di gR D, rocu ement, man acturing, marketing andcust merd ve o ment.

Brand I pri requires each fu ction toquantify th so iala d en iron ental iimpac s ofthe rand in thei pa t of thev lue ain.The w rk is t en s are at two-day workshop..T e ap roach forc eac part of the business t a alys th brand otjus fro the erspe tiveof the cons mer but, veryi portantly,, through thelens f civil socie . The result ar o ten r vealing an surpri ing and lead to avar ty f actions- changes to ac aging and produc for ul ti s, i cre sin t e sustaina ility raw aterials,developing ew pro uctv riants or cr atin soc al missionsto t ckl pu lic ealth o e viro ment l challenges.

B the ndof 2008all of Unilevers lob l br nds hadc mp eted a rand I pri t, includin Lif bu y,Dove,Signalt oth ste and Be & Jerr sthat already had strongsocialmissio s.

Unilever

THE OPPORTUNITY

Unilever has always believed thatbrands have the ability to create social

mprovement by meeting peoples everyday

needs and encouraging positive behaviour

change. The companys British and Dutch

founders introduced branded soap and

margarine in the late 19th century that for

the first time were affordable to the mass

market and made a significant contribution

to public health and nutrition.

While many Unilever brands have applied

this philosophy over the years, the company

had never actually codified it. A formal

process was required to enable marketing

teams to meet the needs of the growing

numbers of conscience consumers. These

are consumers who are looking not just for

functional benefits from their brands but

who expect those brands to address social

and environmental needs.

In 2005 Unilever decided to devise amore systematic way of integrating

the sustainability agenda into its brand

innovation and product development.

IMPACTSBrand Imprint is having a significant impact on Unilevers marketing programmes. Forexample, Lipton and PG Tips, two of the earliest brands to complete the process, decidedto make their entire tea supply chain sustainable, the first mainstream tea brands in the

world to do so. In 2007 Unilever made a public commitment to source all the tea in LiptonYellow Label and PG Tips tea bags from Rainforest Alliance certified tea farms by 2015.

This has had a significant impact on both volume and value market shares. It also creatednew business opportunit ies. McDonalds, for example, made PG Tips its tea of choice in all

its UK restaurants entirely on the strength of the Rainforest Alliance Certification.

Interestingly the initiative has also increased consumer perceptions of quality and taste,as people equate the care that goes into growing the tea with the quality and flavour of

the tea itself. Finally, by helping small farmers to grow better crops that can commandhigher prices, it will also improve the livelihoods of millions of farming families.

Brand Imprint:Using brands to encourage positivebehaviour change


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The evolution of this agenda, from its 19th centuryroots in corporate philanthropy, to the embedding

of CSR into corporate strategy in the 1990s andits integration into brands in the 2000s, is nowentering its newest and most challenging phase.

Unilever recognises that to grow sustainably in the21st century it will have to find ways to decouplesales growth from environmental impacts. Thiswill require the company to find, and apply, newways of thinking and new business models. As thelargest part of Unilevers carbon footprint acrossthe total value chain is consumer use of products,the challenge now is to help consumers live moresustainable lives through the brands they chooseand the way they use those brands.

This is where not only product innovation but alsotheir brands ability to influence behaviour change

will play a crucial enabling role in promotingsustainable consumption.

Brand imprint is an important tool for achievingthis goal.

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THE STORYThe Co-operative Bank originally formed in 1872 wasfounded from the start on principles of fairness andsocial responsibility. As a co-operative this approachwas always a key part of its philosophy.

Since the initial launch of its Ethical Policy in 1992,a policy stipulating who the bank will and will not

finance the policy has been reviewed 5 times andcurrently no statement has less than 90% supportof customers. The policy currently covers humanrights, international development, social enterprise,ecological impact and animal welfare. Even 17 yearsafter its first iteration the Policy is still unique amongretail banks. The bank regularly reviews the Policyto ensure it is current and reflects the concerns ofits customers. The last review in 2008 produced 9new statements with a record 80,000 customersparticipating, reflecting customers increasingsophistication on the agenda.

Flowing from its strong ethical stance, the bank hascreated a 25 million microfinance fund to supportthe development of small business in some of theworlds poorest countries and a 400 million fundfor investment in renewable energy and carbonreduction projects. It also offers a number of financialproducts grounded in ethics. Customers can havevisa cards supporting charities aligned with theirethical stance such as Amnesty International andOxfam. Based on its principles of fairness and socialinclusion, it has recently worked in partnershipwith prisons to provide bank accounts for pre-leaseprisoners. Information from the prisoners identified

that the financial exclusion of ex-offenders couldimpact and actually jeopardise accommodation,job and education opportunities which are key topreventing reoffending rates. Providing bank accountshas aided their integration back into society and anindependent study analysing the impacts, found thatthe re-offending rates were only 37% compared withthe national rate of 67%.

This innovative and collaborative approach empowerscustomers giving them a say in how their money isused for lending and other services. Building its brandidentity and strategy on the principle of transparentethical behaviour and customer engagement has beena key component of the Co-operative Banks historicand recent success during and after the credit crunch.

THE OPPORTUNITYThe reputation of high street banks

has been suffering. Negative headlines

about risky trading, lending practices and

government bailouts abound since the

start of the financial crisis. However, in

times where confidence in the banks and

other financial institutions is at an all

time low the Co-operative Bank is reaping

the rewards of the trust it has built with

ustomers by putting a transparent Ethical

Policy at the heart of its business.

IMPACTSFor the Co-operative Bank following thesetough standards means making tough

decisions. In 2008 the Bank reported that up

to 16 million income had been sacrificeddue to the rejection of investments that

would have conflicted with its Policy. TheCo-operative Bank declines banking facilities

in situations where, for instance, the businessis owned by the government of an oppressive

regime or if there is evidence of failure to

uphold basic labour standards in its supplychain. In contrast, in 2008, 23% of its

loans and 54% of deposits make a positive

contribution to society.

Since the credit crunch the Co-operative Bank has received the biggest increase in thenumber of people who had a good impression of its general behaviour. This has translatedinto an increase in customer deposits of 21% during the first half of 2009, while new currentaccounts sales were up 68% against the same period in 2008. Indeed from its own researchthe co-operative bank believes that, historically, about a third of its customers bank with itbecause of its ethical credentials. Its values and emphasis on fairness has helped theCo-operative Bank differentiate its brand from other retail banks damaged by the recentcrisis. research has shown that customers view it as stable and safe during uncertain anddifficult times. This is underlined by the fact commercial lending has grown from

571 million in 1992 to 4.4 billion in 2008 and an increase in customer lending of 15%.

The Co-operative BankMaking your ethical policy a key partof your service to customers


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n August 2009, Co-operative Financial Services (comprising The Co-operativeBank, its internet bank, Smile, The Co-operative Insurance, The Co-operativenvestments and the Co-operative Asset Management) merged withBritannia Building Society helping to create one of the worlds largest ethicalfinancial institutions with 700 billion assets, nine million customers, 300branches and 20 corporate banking centres. Britannia has become a part ofthe Co-operative Bank and has adopted the Banks Ethical Policy criteria forall new and existing non-personal customers. Co-operative Financial Servicess now in a position to offer a wide range of ethical products to millions ofconsumers and offer a genuine alternative to shareholder owned banks.

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THE OPPORTUNITY

Cars and motor vehicles are perceived by thepublic to be the single biggest contributor to

global warming. In fact research showsthat cars are contributing between 12 % and

15% of total CO2 with domestic and industryove them. However, even though new cars areincreasingly cleaner due to new technologies,

e car is still a net polluter and the overall impacttrend is increasing. Until dramatic innovationsgive us viable alternatives to the combustion

engine and we have the infrastructure tosupport it, we need to focus on efficiency

through existing technology. Audis traditionalmarketing focus had centred on luxury and

rformance but Audi has now tasked itself withalso offering more efficient cars and reducing

its environmental impacts all the way throughts value chain. Although Audi is still at the veryginning of its sustainability journey it is keenly

earching for ways to bring the customer with itwhile at the same time maintaining integrity

as it seeks to avoid the greenwash trap.

IMPACTSAlthough buying a car is not a green choice in thatit will still pollute, Audi has increased efficiency and

reduced environmental impacts across all of its focusareas. The average new Audi sold in 2009 emits 157

g/km of CO2 versus 185 g/km in 2007 showing clearbenefits for the environment. For Audi the benefits ofthis approach are shown by the 10% footfall increase

to Audi showrooms in the last 12 months and theimprovement in its brand image. In 2009 research byBBH showed that Audis messaging on efficiency hadtranslated through to enhanced brand perception. It

had moved up to the table significantly in a survey

measuring the car brands perceived as addressingenvironmental issues most seriously. Research carried

out by Millward Brown also showed a 7% increasebetween January and September 2009 in peoplebelieving it made fuel efficient cars, putting clear

water between Audi and its nearest competitor**.

AudiDriving efficiencies to improve your environmental impact

THE STORY

Traditionally Audi was not perceived as being aleader on this agenda. Research in 2008 found thatAudi lagged behind its competitors in a consumerperception survey looking at how seriously carmanufactures were addressing environmentalissues*. To be taken seriously it recognised the needto make extensive change. Instead of creating asideline green initiative, or painting itself green in

communications, Audi is taking the environmentalagenda to the heart of its business. Every part ofthe business has been analysed and 4 key focusareas identified: Products, Manufacturing process,Distribution and Communications. This new challengenecessitated more innovation, better engineeringand has ultimately led to a new generation of moreprogressive vehicles, a more progressive organisationand communications.

Audis product improvements were facilitated by awealth of technological developments. Recuperationtechnology recycles energy used in braking,Start/Stop temporarily cuts the engine when the caris stationary and the onboard computer even advisesdrivers as to the optimal gear to be in and whichroute to take to minimise fuel consumption. Theseand other breakthroughs including taking weightout of the cars at design allowed Audi to increasethe efficiency of its cars. Between 2007 and 2009the CO2 emissions of the lowest model in each classhas dropped between 8% and 25%. However theseimprovements have not been at the expense ofperformance, or limited only to volume models. Evenhigh performance models have significantly improved;the new S4 for example emits 97g/km less than itspredecessor and still has improved acceleration.

In its manufacturing, Audi has pioneered changes inthe recycling of energy and waste at its factories whichhas had a real impact. Audi now recycles 96.3% of its

water, 60% of its energy is produced from recovered heat and 96% of waste materials are recycled.Paint emissions haveeduced by 84.5% since 1991 and even the cars themselves are a minimum of 85% and up to 95% recyclable.

n the short term distribution centres were reviewed with expert third parties leading to changes in their heating,ghting, energy consumption, travel patterns, car washing methods and waste. In parallel Coulsdon Audi has becomeflagship for how the network will evolve; with its environmentally sensitive dealership of the future concept. With

measures such as a Biomass boiler, rainwater harvesting, A rated building materials, efficient energy consumption andwaste compactor, 15% of its energy needs are achieved on site and its carbon output is 12% less than comparableites. It is the first Audi dealership in the UK to be rated Excellent by the Building Research Establishment (BRE).

After doing all of this work the question for Audi was how could and should it communicate thisto customers? With the recession and environmental concerns high on the agenda, Audi saw anopportunity to shift its messaging from performance to putting technology and efficiency at theheart of its strategy using the strapline The new more fuel efficient Audis.

Mindful that its product is still a net polluter, and wishing to maintain credibility, Audi decided toapproach its communications in a different way to normal. Instead of marketing on intangibleemotions and feelings, its mainstream media marketing approach focused on specific facts and detailabout the technology. It started by championing its celebrated technologies TDI, Start/Stop andRecuperation in broadcast media, then used model specific communications to highlight efficientbenefits of key models using the print media to go into detail on the efficiency savings. Audi then usedbroadcast media again to communicate its approach more generally to sustainability going into itsvalues and aims. Providing detailed factual information connected strongly with customers who feltthey could trust what Audi were saying, both environmentally and economically.

Source: BBH Engage Panel, All car owners, 2008/2009 **MB Brand Health October 2009


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Audi is exploring influencing how drivers use its cars. On its web channel aprogramme on Graeme Le Saux was recently featured. In it he was invited toIngolstadt to meet the Audi Driving Experience team where he learnt aboutAudis revolutionary driver assistance technology and how driving style canreduce CO2 by 30%. Looking at ways to make drivers drive more sustainably

is something Audi are keen to explore.

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THE OPPORTUNITY

With the European Commission

estimating that excessive drinking kills

200,000 Europeans per year, and alcohol

related diseases alone costing the NHS

2.7bn a year, the drinks industry is facing

huge external pressures. While self-and

co-regulatory codes are widely used

in Europe, Diageo was the first drinks

company to develop its own internal

responsible marketing code and was

constantly looking to improve and build

on its own practices. A conversation in

late 2003 between Diageos then Chief

Marketing Officer, Rob Malcolm and

Dr Derek Yach from the World Health

Organisation struck a chord with Diageo

and helped the company progress

its approach by the application of its

marketing expertise to the issue of

responsible drinking.

Diageo

THE STORYIn 2005 Diageos CEO decided that the promotionof responsible drinking attitudes would be treated(in every way) as a brand in and of itself. Whatdid this mean in practice? It meant creating the

new role of Global Attitudes to Alcohol BrandDirector to implement the programme from insideDiageos marketing function; and using consumerinsight to shape its social marketing strategyDiageo was determined to apply the samestandards, rigour in process and consumer focus toresponsible drinking as their other alcohol brands.The new role would work closely with the Directorof Alcohol and Responsibility to ensure a holisticstrategic approach toward the companys long-standing commitment to promote a positive rolefor alcohol in society.

As a first step Diageo wanted to focus on the coreissues for Legal Purchase Age (LPA) 18-24 yearolds in Europe. The specially created team wasassigned a consumer planning resource to buildunderstanding and unfold deep consumer insightsinto responsible drinking spending time with over3,500 consumers. Diageo identified binge drinkingas the major issue in Northern Europe and drinkdriving in the South.

Diageos research unpicked 18-24 year oldsrelationship with alcohol. Diageos researchshowed that there were 4 consumer segmentation

clusters: Responsible In Controls; ResponsibleEnjoyers; Irresponsible Shamefuls; and IrresponsibleIndifferents. Diageo didnt need to focus onthe Responsibles they were already enjoyingalcohol in the right way. It needed to target theIrresponsible Shamefuls the ones that regrettedtheir behaviour after drinking excessively. Theywere identified as the group most likely to bereceptive to a responsible drinking message.Diageos research also showed that in NorthernEurope consumers tended to blame alcohol for theproblems they incurred as they did not value andrespect it enough. Diageo needed to try to fosterrespect for alcohol and encourage people to takeresponsibility for their actions.

IMPACTSDiageos quantitative research has shown that putting the consumer at the heartof their approach and using consumer insights to develop their social marketingstrategy has paid off. On the UK Choices campaign 89% of a sample audience saidthe ad made them aware of the choices they have when drinking and 62% said they

were more likely to consider drinking responsibly as a result. Overall 80% said thatthe adverts had made them question their drinking habits.

In addition to achieving its ultimate objective of raising consumer awareness andstarting to shift attitudes and behaviour, the consumer campaigns enhance Diageoscorporate reputation. 95% of the Choices sample audience said it was good to seealcohol companies advertising a responsible drinking message. Diageo is also gainingcommendations from government and other credible third party sources. Showingit can deal with and help prevent irresponsible drinking will be key in its desire tobuild trust with key stakeholders and become a partner on broader public policy andregulatory approaches.

World class marketing appliedto responsible drinking

Diageo investigated the reasons why this group consumed alcohol andwhat was likely to influence more responsible behaviour. Qualitativeresearch showed that Irresponsible Shamefuls valued the feelings ofbelonging to a social group and all of them wanted the respect of theirfriendship circle. But what Diageo found was that irresponsible drinkingwill actually have the opposite effect and this was the message that itneeded to communicate in order to encourage behaviour change.

These insights helped the team design the Choices campaign for the UKmarket. The messaging in the campaign was that being in control of yourdrinking helps you get more out of a night out as opposed to drinkingirresponsibly which can have dire consequences on the night out as wellas on their status with their social group. The ads encouraged the targetaudience to make the right personal choice by showing both positive andnegative drinking experiences.

Diageos approach was intended to be departure from the normal publicpolicy marketing undertaken by the Government and it clearly resonatedwith the target audience 92% thought that the behaviour depicted wasrealistic and 83% liked the tone of the advert and the fact that it did notpreach to the audience.


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Diageo realises that it cant bring about awholesale change in attitudes to alcohol on its

own and it has been instrumental in formingProject 10 which is made up of more than45 companies from across the drinks industry,including the on trade and off trade as well asproducers. In September 2009 the campaignfor smarter drinking was launched by theindustry in partnership with independent charityDrinkaware and the Government. With a mediavalue of 100 million over five years, this socialmarketing campaign is aimed at encouragingmore responsible drinking among young adultsand shifting attitudes towards drunkenness. Thecampaign uses outdoor advertising, signage, drinkmats in pubs and bars, on-pack and point of saledisplays in retailers to deliver its message underthe strapline why let good times go bad?

The campaign is designed to maximise thepotential offered by the direct relationshipbetween drinks brands and consumers. Itemphasises the benefits of responsible enjoymentand offers practical tips such as reminders to drinkwater or soft drinks, eat food and plan to get homesafely. The consumer impact of this campaign isbeing measured independently by Millward Brownand initial indications and results are positive.

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Boots want to lead on the development ofsustainable health and beauty products andservices and know this will be crucial to thecontinuing success of its business in the future.In order to do this it has developed an internalprocess aimed at identifying the environmentaland ethical footprint of its products.

At the heart of the process is the Green Tick

model, a web-based tool that analyses theimpact of 23 sustainability criteria acrossthe full life cycle of the product, includingconsumer use and waste disposal. This createsan environmental and ethical profile that canbe used to compare products and identify highimpact areas in the product lifecycle so thatsustainability solutions can be developed. Thisis currently being integrated into new productdevelopment and supply chain practices in orderto create more sustainable brands and helpcustomers to make more sustainable purchases.

Patagonia makes clothes for outdoor activities such as climbingand hiking. The nature of its business means it has always been

environmentally aware and sought to ensure its products causeno unnecessary harm. To educate their customers, who aretypically interested in the environment, and to empower themto make more sustainable choices it has developed a tool that

allows consumers to track the whole product journey.

The Footprint Chronicles is an interactive map following specificproducts around the world from design, to where the materialsare sourced, to the factory where it is made to distribution. On

each product the tool will point out the good sustainabilityaspects of the product and also the bad. It gives the consumerthe energy consumption, the total distance travelled, the CO2

emissions generated, and the waste generated per item. As wellas giving concrete measures, it also puts these in context for theconsumer. For example, the Merino 2 Crew top uses 26 kWts of

energy from source to distribution; this is equivalent to poweringthe average American household for 21 hours.

This gives the Patagonia consumer a transparent picture of thefootprint of the product allowing them to gain a clear picture of thesupply chain that they can use to inform their purchasing decision.

Building on the map, the site invites the consumer to digdeeper looking at the challenges of global sourcing from a

social and environmental perspective as well as quality througha three part video series. This series again takes the theme

of transparency as its backbone and looks at how Patagonia

manages the tightrope walk of doing the right thing yet workingin a competitive world. However the communication is not justone way; customers are invited to join the discussion and blogabout sustainability concerns and what the company is doingon the agenda making the tool truly interactive and providing

great consumer insight for Patagonia.

The Footprint Chronicles engages and educates consumersabout their products allowing them to be involved in the

process and understand the challenges and potential pitfallsthat come with their purchasing decisions.

GlaxoSmithKline (GSK) has committed to transforming its businessmodel to increase trust in the industry and act as a catalyst forchange. They see that improving the quality of life for people ac rossthe world is an ethical imperative as well as good business practice.

New medicines require considerable investment andpharmaceutical companies have traditionally focussed their effortson selling products to developed world customers who can affordthem in order to realise a return. However, GSK now wants togo beyond being the supplier for drugs to a partner in deliveringsolutions to improve access to healthcare. To do this CEO AndrewWitty has announced 4 commitments: Firstly to develop a moreflexible approach to intellectual property in the Least DevelopedCountries (LDCs) with the goal of stimulating research into thesediseases. Secondly, GSK will drastically reduce prices for patentedmedicines in LDCs so that they are no higher than 25% of the pricein the developed world. Thirdly, GSK will be more open to workingcollaboration to fight the diseases of the Developing World. And

fourthly, GSK will reinvest 20% of profits from medicines soldin LDCs back into projects that will strengthen their healthcareinfrastructure and widen access.

This move is good for the business; principally for building trustand is central to securing their licence to operate in the future. Theultimate goal is to change in the way the pharmaceutical sectorapproaches its customer base and to genuinely find new ways toincrease research, increase access and to create a patent pool forneglected diseases to encourage greater discovery.

EDF Group is a tier one sustainability partnerof the London 2012 Olympic and ParalympicGames and it has decided to use this platformto inspire a human legacy of care and actionin the fight against climate change. It createdGreen Britain Day (10 July 2009) to kick off theinitiative encouraging customers, employees andthe general public to join Team Green Britain acommunity of people committed to workingtogether to reduce their CO2 footprints.

Team Green Britain is centred around an onlinehub, teamgreenbritain.org, which is designed tobe the one-stop-shop for people who want todo something meaningful to reduce their carbonfootprint. It is focused on the positive actionspeople can take on an individual and communitylevel, around three main areas of sustainability:consumables, home, and travel. Using theOlympics as a hook to inspire and engage, and2012 as a deadline for change, it is aiming throughthis marketing campaign to utilise the team spiritof the Games to proactively engage people onclimate change, enabling people to live lowercarbon lives. Team Green Britain already has700,000 members and EDF Energy aims to have2 million people engaged in the programme by2012, creating a mass movement for change.

ONES TO

WATCH

BOOTS

THE GREEN TICK

PATAGONIA

THE FOOTPRINT CHRONICLES

GLAXOSMITHKLINE

INCREASING ACCESS TO MEDICINE

EDF

TEAM GREEN BRITAIN


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1. What is your vision for how your products &

services will be sustainable?2. How is sustainable marketing shaping your

business strategy?3. Who is providing visible leadership on sustainable

marketing for your business?4. What are the opportunities for sustainable

marketing to drive value creation?

5. How are you approaching sustainability from theheart of your marketing function?

6. Who in your business, outside of marketing, needs

to be engaged?7. Are you using sustainable marketing to engage and

influence your customers behaviour?8. How are youworking with external partners to

challenge and support you to achieve your goals?

Business in the Community - mobilising business for good.Our members commit to take action on the key issuesof today, be that people or planet, and create a uniqueplatform for collaborative action.

Business in the Community137 Shepherdess WalkLondon N1 7RQT +44 (0)20 7566 8650F +44 (0)20 7253 1877February 2010

Registered details 137 Shepherdess Walk, London N1 7RQ, Telephone 020 7566 8650R i t d Ch it N 297716 C Li it d b G t N 1619253

www.bitc.org.uk/[email protected]

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