More than half (56 percent) of diners would pay more for a meal if they knew the restaurant was investing in reducing its environmental impact and taking its social responsibility seriously, according to new research from the Sustainable Restaurant Association (SRA). Some 43 percent of diners would pay up to 10 percent more for a meal in a sustainable restaurant.The Discerning Diner: How consumers’ attitudes to eating out have become more sophisticated is based on the findings of consumer research by the SRA, which was supported by Unilever.
Sustainability, like brands, must not be a fight against or a vision outside society, but part of it. It is time to drop the proselytism, quit the “sacrifice for a better world” argument and above all stop trying to change people’s behaviours. In order to fully go mainstream, sustainability shouldn’t attempt to influence behaviour and, instead, make ‘the greener option’ desirable for everyone. Moreover, historically, experiments of standardization have often resulted from totalitarian regimes to dull aesthetics.
“If we can’t get the consumer involved, we will always be behind the curve,” Marks & Spencer CEO Marc Bolland said when he launched the retailer’s ‘Plan A’ sustainability stakeholder consultation.The logic is compelling. Changing customer behavior is a natural part of the sustainable business strategies businesses must create to achieve long-term success. And instead of being seen as an extension of CSR strategies they will be seen more as Long-Term Marketing strategies that are creating the company’s preferred future operating environment.
AT&T has partnered with The Nature Conservancy (TNC) to encourage AT&T customers to skip the bag when purchasing items from its retail stores in Oregon by donating 10 cents to the Nature Conservancy for each check out bag its customers choose to forego.AT&T says its “Skip the Bag” campaign, which runs from now through January 31, 2014, is part of an effort to empower customers with sustainable choices, increase efficiency and minimize impact on the environment. The program is designed to support The Nature Conservancy's efforts to protect and restore the lands and waters on which all life depends.
The Foundation for Enterprise Development (FED) has published a paper that explores the roots of representative structures and argues that a democratic approach to business governance is crucial to long term innovation.Sustained Innovation through Shared Capitalism and Democratic Governance evaluates the role of research, innovation, organizational structures and associated issues in addressing the long-term focus required for development—both material and human.
Fifty percent of global consumers are willing to pay more for goods and services from companies that have implemented programs to give back to society, according to a new study from Nielsen.The Nielsen Global Survey on Corporate Social Responsibility polled more than 29,000 Internet respondents in 58 countries. The percentage of consumers willing to pay more increased among both males and females and across all age groups, with respondents under age 30 most likely to say they would spend more for goods and services from companies that give back. Among consumers ages 40-44, 50 percent agree they would pay more, up from 38 percent two years ago.
Johnson & Johnson has started to phase out the use of polyethylene microbeads in beauty products, and is working on an eco-friendly alternative, after activists from environmental group the 5 Gyres Institute found large amounts of the beads in the Great Lakes.Microbeads are used in beauty products as a means of scrubbing away dead skin. After being washed down the drain, the plastic beads are too small to be adequately captured by wastewater treatment and end up in rivers, lakes and the ocean.
In driving engagement and behavior change, the power is often in the subtleties. So here’s a little thought that just might be a big thought: As we work toward mainstreaming sustainability, we should stop talking in terms of should, and instead we ought to start speaking in terms of ought.Here’s what I mean. “Should” makes a demand on us that comes from outside us, and often from above us. Authority figures tell us we “should” clean our room, do our homework, be home by eleven, eat less, move more, live with less, choose wisely and recycle. We feel it pressing upon us as one more thing to add to our list of things to do, or to refrain from doing, to win favor and avoid guilt.
As businesses and brands reach out to influence consumers’ interactions with products at home, they’re missing a trick by not learning from different cultural contexts. This article shares the findings from pioneering user-centred research into laundry behaviours in Brazil, India and the UK, and offers seven guidelines for creating household products that encourage sustainable behaviours during the use phase.Household laundry behaviours in India, Brazil and the UKThe in-depth, user-centred research focused on 19 middle-income households in Loughborough, UK; Bangalore, India; and Curitiba, Brazil. In-context interviews, observation, household tours and laundry diaries were used as a tool to understand the laundry process.
Michael Murray is the president and co-founder of Lucid, a software company providing real-time information feedback designed to “teach, inspire behavior change, and save energy and water resources in buildings.” Since the company’s founding in 2004, over 275 schools and organizations have adopted Lucid’s Building Dashboard, which it describes as a social network for buildings that allows people to view, compare, and share resource usage data online.
As my Green Marketing students are learning, companies large and small are reducing their carbon footprints by adopting strategies to make their operations, goods and services more environmentally sustainable. But with the world population headed towards eight billion, marketers also recognize the important role that consumers play through their usage and disposal of products. To nudge consumers towards less wasteful behavior, take some advice from social marketers — make it easy, fun and popular.Easy Does It
Marks and Spencer (M&S) recently piloted training toolkits for its supplier factories in the UK and Sri Lanka, as part of its Plan A commitment to being a Fair Partner. These toolkits were a result of a collaborative design process between M&S and its factories, led by A Very Good Company (AVGC). The process of co-creation has helped to engage suppliers with M&S’s sustainability agenda, leading to the creation of a product that connects with the needs of M&S, its factory managers and their employees. This collaborative approach to creating behaviour change within a factory environment has transferable learning for brands as they seek to engage consumers with new, more sustainable propositions.
I was asked recently about my favourite behaviour change stories in the energy space. I didn’t have to think long: my favourite is the one about the £200-a-year towel rail. Yep, you heard that right: a towel rail.
Bob Dylan understood the sustainability challenge long ago when he sang, “People seldom do what they believe in / They do what is convenient, then repent” in “Brownsville Girl.”For sustainability to become mainstream, we need to reframe the debate — in terms of both language and relevant benefits. I believe mass-market and well-loved brands are best placed to drive and accomplish this critical shift.So do we just need to leverage brands to make people care about the environment?
Consumer behaviour change is the challenge of our time. An effective response will require increased capacity and capability across the sector: more skills, different skills and more people with those skills. If we are to achieve this, we need cross-sector collaboration with strong, independent leadership.
In the past two months, the garment factory collapse in Bangladesh, the second-floor failure of the shoe factory in Cambodia, and most recently, the fire in the Chinese poultry plant have resulted in the deaths of some 1,500 workers in the developing world.In China alone, more than 100,000 people die annually in factories. These numbers are raising difficult questions among European and American consumers who have become accustomed to goods being manufactured abroad.
When it comes to motivating behavior change, there’s nothing more powerful than the recommendations of your peers. This applies to everything from musical tastes of teenagers to brand selections among consumers to farmers in India.This power of peer influence is brought home by a study, funded by Microsoft, to determine the most effective ways for transmitting life-saving information about innovative agricultural techniques to farmers in developing communities.
One of the most frequently discussed topics in the sustainability industry is sustainable consumption. How can we shift people away from frequently buying new “things” and toward re-use and alternatives to ownership such as borrowing or swapping?
Ninety percent of international trade travels by ship. And that comes with the type of carbon impact you would expect: The shipping industry’s carbon emissions currently account for 3-4% of global emissions and are expected to triple by 2050 if current practices continue unchanged.Shipping is a vital, global industry. Part or all of the clothes you’re wearing, the phone you use and the materials in the buildings you live and work in were most likely transported by ship for at least part of their journey to you. But with a carbon impact like its current one, the sustainability of the whole shipping industry could be in jeopardy. And that affects us all.
Our Issue in Focus on Driving Behaviour Change kicked off in style this month with articles exploring why, how and what brands can do to create behaviour change for a better world. Here is the first of two round-ups of the content from Forum for the Future. We’ll draw out the tips and questions your brand can take away and act on to help you unleash some magic to create meaningful change.