Harris Interactive found that while concern and awareness around environmental issues has slipped since 2009, it has not affected how consumers say environmental issues influence their purchasing behavior. Young adults are the exception – those18 to 24, are actually more likely to consider the environment in their spending now than than before.
Adults between the ages of 18 and 24 show the biggest change in shopping behavior when it comes to environmental awareness and responsibility:
35 percent said they are willing to pay extra for a green product, an increase from 27 percent in 2010 and 25 percent in 2009.
Although just 4 percent of all U.S. adults seek out green products and services regardless of the cost—virtually unchanged from 3 percent in 2010 and 2009 – 18- to 24-year-olds are at 11 percent, far above the 3 percent rate in 2010 and 2009.
However, 51 percent of this youngest adult age group said they are not willing to pay extra for green products.
Among total adults, however, the survey found that consumers are now less likely to do each of the following activities in their daily life:
Reuse things they have instead of throwing them away or buying new items (65 percent in 2009 vs. 61 percent in 2012).
Make an effort to use less water (60 percent in 2009 vs. 57 percent in 2010 and 2012).
Buy food in bulk (33 percent in 2009 vs. 30 percent in 2012).
Purchase all-natural products (18 percent in 2009 vs. 16 percent in 2012); and Purchase organic products (17 percent in 2009 vs. 15 percent in 2010 and 2012).
A quarter of U.S. adults (26 percent) said that environmental issues are either “extremely” or “very” important to them when deciding which products or services to purchase. This number remains consistent across gender, geography, education and income, according to the study. The percentage has moved little over the years: 27 percent of U.S. adults said environmental issues were extremely or very important to their purchasing decisions in 2010 and 26 percent said the same in 2009.
Americans also show a preference for products and services that are “green,” with 79 percent seeking out green products, slightly up from 78 percent in 2010 and 76 percent in 2009. Additionally, 31 percent of U.S. adults said they are willing to pay extra for a green product, up from 28 percent in 2010. Thirty-two percent said the same in 2009.
More than 2,451 U.S. adults aged 18 and older were polled for this survey.
Sustainability at retail can be perceived as being illogical if not contradictory. Because according to logic, if the purpose of retail is about promoting only purchase and thereby consumption, then it runs counter to sustainability principles such as reduce, recycle and re-use. But retail in its broadest sense is not just about stores. It also refers to having a physical, local or direct to community business presence (i.e. a bank or post-office would qualify as retail). But in order to bring the concept of “sustainability” out beyond the niche and to the masses, we will need to transcend logic and find more ways to get people to care about life tomorrow – today.
This is why retail is vital. Because the power of retail comes not from logic, but that which inspires emotion. Great retail brands i.e. Nordstrom or Amazon, have the ability to not only respond to needs, but also open our eyes to new ideas through delight and surprise. Retail adds physical and experiential dimension to concepts that would otherwise be too cerebral. And through retail storytelling the principles of sustainability can come to life in ways that can truly excite interest, promote engagement, and quite possibly change behavior.
Skeptics need to remember that only ten years ago when the thought of buying shoes without ever touching or trying them-on seemed incomprehensible. It took a retailer such as Zappos to change behavior and raise the bar on service expectations. Since then, shopping for shoes has never been the same. In fact the experience of shoe shopping (whether online or in-store) has only gotten better because of Zappos’ impact.
Since as much as 80 percent of communication is nonverbal, then what better way to communicate the principles of sustainability than to allow people to experience it first hand. And because human thought and memory is formed not from words but from images and emotions, what better way to get people to care and identify with a new concept than to show them how it can be applied today.
Such principles are the reasons why Chipotle’s “Back to the Start” video is a stellar example of sustainability storytelling. Unsustainable farming is a universal and serious issue. It affects the lives of all in one way or another. The magnitude of the issue is a key reason why people find it hard to connect to the issue. For the general public, systemic issues such as this or climate change and social/community health and well-being are such complex and overwhelming issues. When we are unable to understand, let alone relate, our human instinct is to distance ourselves and possibly disconnect through indifference.
Chipotle’s video does a brilliant job of taking a huge and complex issue and humanizing it to a level that makes us care. The story is powered by pure emotion. It is endearing and enlightening as it illustrates the bigger picture issue while inspiring us all to take part. No words are needed. No voice-over to direct our thoughts (unless you count Willie Nelson singing). No numbers, charts or science is ever used to convey the story.
But even with or without words, there is still the real challenge of overcoming public perception and biases. There is such a limited range in how “sustainability” is articulated today – especially on a local retail level. It is why I believe that “sustainability” has become such a polarizing word. We need to find ways of giving it added dimension and broader relevance. We won’t get sustainable thinking to stick through ubiquitous use of the word. Nor can we expect people who are indifferent to willingly pursue greater understanding of the term. We need to be able to communicate the principles and concepts of sustainability in ways that are not limiting interpretation or opportunities of relevance.
Consider for a moment how “sustainability” principles are brought to the attention of people on a daily basis? In order to gain critical mass support, we need more than reminders i.e “Remember to Recycle,” or ”green” products, eco-friendly materials or responsible choices called out in marketing materials (i.e “We run on clean energy).” Many brand efforts that call out support for the environment is often presented at retail as being more like an FYI or directional signage/labeling.
Promoting sustainability conscious ways at retail must strive to connect – not just be present.
Retail brands must have the courage to not only make a statement, but to do so in a way that transcends the norms of what I refer to in the chart below as the “What” and “How” in sustainability communication.
Humanizing Sustainability :Requires reinterpretation, re-scaling and reconnecting the principles of sustainability to the issues that matter to people today.
Within retail it seems that every store these days features their own line of re-usable shopping bags, or will ask for a donation upon checkout to support a cause. In principle, there is nothing wrong with any of this. But if you look at it through the eyes of someone who may not even care in the first place, all of this “me too” and very predictable promotion of environment and community related causes can eventually dilute if not potentially repel further support or interest.
We need retail brands to leverage their unique storytelling ability to find new ways of manifesting sustainability principles on a humanized, physical and local level. There is far more room for sustainability storytelling and expression. Retail has the unique ability to expose new ideas, experiences and opportunities to engage. We need all of this and more so that people will not only understand, but also care enough to actively apply such principles going forward.
I believe the shift in expanding retail’s relationship with sustainability needs to begin with how we think about “retail.”
Retail brands who understand and embrace the social role they play in a community’s well being will act with a greater sense of duty and civic responsibility. Through their active participation they will not only contribute to improving the local ecosystem, but also benefit from community trust and loyalty.
Retailers need to enrich the community, not degrade or overpower their identity. Retail that is thoughtfully managed and conscientiously integrated into the social ecosystem can become an enduring source of local pride. Sustainability on a local level means “me” becomes “we.” Consumers are now valued and regarded as people. Retail becomes a citizen of the community and conduit for the endurance of social well-being.
I mention this example not because Steiner & Associates, the developers of Easton, is a client of E.B. Alliance, but because of the integrity of their development and management ethos.
It exemplifies the symbiotic relationship that retail can have with its local community. Since the opening of Easton ten years ago, it has evolved into becoming not only the benchmark for the development of mixed-use property (retail, entertainment, office and hospitality). More importantly, it gave residents outside of the city of Columbus a true sense of community identity and a meaningful sense of “place.” In fact, Easton has become a beacon for the central region of Ohio because of the yearly traditions (i.e. Summer Concerts, Outdoor Movies, Holiday Parades etc.), community access to green and open spaces, and generous philanthropic support of local causes. Easton has become a truly beloved retail brand (even though it is not even a store) so much so that Easton has earned a net promoter score that is even higher than Apple!
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Here are some examples of how retail brands have brought the principles of humanizing sustainability to life in the form of actions, commitments and support of citizens/local communities. Their bold actions and dedication towards community building and environment enrichment are great examples of how to express “sustainability” without using the same language or means of communicating reinforcing ideas.
Restore, Enrich and Revitalize
Zappos & Downtown LasVegas – Zappos & Downtown LasVegas – “Return on Community” is Tony Hsieh’s (CEO of Zappos) guiding philosophy. And given the success and impact Zappos has had in retail within the last decade, there should be no doubt as to the merits of such an approach. In fact, late 2011 Tony committed $350 million towards the revitalization of downtown Las Vegas. The goal is to build “The most community focused large city in the world” and to do so within five years!
Loren Becker, of Zappos – is responsible for stewarding the move of the company into downtown Las Vegas over the next year and a half. I’m thrilled to have Loren join me at Sustainable Brands c0nference this coming June for our talk on “Retail with Purpose.” Loren will be sharing more about how the community minded culture of Zappos has now become a physical and culture lifestyle reality.
Climate Change, Waste, Sustainable Raw Materials, Health & Fair Partnerships
Marks & Spencer’s Plan A CSR program was launched in 2007 with 100 commitments to achieve in five years. They were so effective in their efforts that they increased their commitments to 180 by 2015. The retail brand’s ultimate goal is to become the world’s most sustainable major retailer. What is refreshing to see in their execution is the amount of personality, wit and even humor put into their communication efforts. For example, just the name of their CSR program is crafted to make the point via the punchline “Plan A –we believe it’s the only way to do business – because there is no Plan B.”
Recently Joanna Lumley, the iconic actress and TV personality launched ”M&S “Shwopping” an effort to raise awareness about the impact of wasteful attitudes towards clothes. The goal is to reduce the 1 billion items being dumped into UK landfills each year by encouraging shoppers to drop off their unwanted clothes at M&S for recycling or resell by Oxfam.
Lumley was quoted as saying “I think young people have been encouraged to buy something, wear it for months and throw it out.” So perhaps M&S with the help of Lumley will be able to discourage enough people to make a sustainable difference. Although the use of retail as recycling centers is not a new idea, it is the way in which such ideas are communicated and brought to life that make even old ideas seem new again! It’s OK to re-use and recycle campaign ideas – only if it is done in a way that gets notice and drives emotional appeal.
I’m looking forward to having Gwen Morrison, Co-CEO of WPP Retail also joining me at SB’12 for my “Retail with Purpose” session. Gwen’s talk at NRF in 2010 about retail innovation in emerging markets was so inspiring that I felt compelled to write about it a year go. Gwen will be sharing more about M&S as well as some of the examples mentioned in my earlier post. What retailers are doing throughout South America or South Africa serve as great reminders that you don’t have to be a big brand or have big budgets to make a big sustainable difference in people’s lives.
It is in the best interest of every retailer to be amongst a thriving and enduring community. It is also smart business. Retail can only endure if the economic and emotional health of its local community is sustainable.
Now more than ever, retailers need to bring to bear all the magic of storytelling and experiential communication that can give people more reasons to care and engage a more eco-conscious way of living.
If a retail brand such as Zappos can even get shoe fanatics such as I to change the way I shop for shoes, then why would it be difficult to imagine that retail can inspire the change in people’s attitudes and behaviors towards sustainability? (Anneliza Humlen for Sustainablebrands.com )
We have already seen food outlets in the US doing their bit to tackle global hunger with the Halfsies initiative, which donates to charity when customers order half-sized meals. Now a risky advertising campaign cooked up by agency ONIRIA/TBWA has seen two pizzerias in Paraguay provide a deliberately slow service to raise awareness of hunger.
Teaming up with the Food Bank Foundation, the agency persuaded the “two most important pizzerias in Asuncion” to accept delivery requests from customers, advising them that the food would arrive within 45 minutes. Feigning bad service, all the pizzas were delivered much later than this specified time frame, prompting angry calls from those who had placed an order. However, when the food finally arrived, each box came with a note explaining: “When you’re hungry, you understand hunger.”
Couriers then told each customer that the pizza was free of charge, but any money they did give would be donated to the Food Bank Foundation to help those for whom hunger is a genuine fear, rather than an irritation. The idea behind the concept was to help those who can afford takeaway food to put their complaint into perspective, in return offering them a pizza for free as a thank you for taking part in the experience.
Where traditional campaigns may appeal to rational thought or emotion to convince viewers to help, the ONIRIA/TBWA campaign gave pizza customers an unusual experience they are not likely to forget. According to a Fast Company report, the campaign helped collect 50 tons of food for the Food Bank Foundation, but would you be prepared to risk permanently dissatisfying your customers for a single campaign?
Peter Madden for the Guardian Professional Network
I was on a panel this week to launch BT’s Retailtopia, a study event which examines the immense impact that information technology is likely to have on shopping over the next 10 years. On current trends, online shopping will account for over half of all purchases in a decade, with Amazon set to overtake Walmart as the planet’s biggest retailer. And although UK companies are currently world leaders in online and digitally-enabled shopping, I think that very few of the big retail players are really prepared for the scale of the changes to come.
We are likely to see not just more online shopping, but a blurring of the online and physical experience, with shoppers at home able to visit virtual changing rooms and shoppers in store able to access a cloud of information about products.
We are likely to see the arrival of the “internet of things” with every product given a digital identity, every movement mapped, and every preference logged. Information will overlay all areas of our lives. This will produce a rich seam of data to be mined, and analysing – and acting on – those data patterns will be key to retail success.
We are also likely to see a whole load of new players enter the game – peer-to-peer sellers, small independents or online farmers’ markets – as new technologies democratise the market and bring down barriers to entry for smaller players.
When people do visit stores, it will be for entertainment and the leisure experience, so expect to see chef demonstrations, children’s entertainers and food tastings.
What could this all mean for sustainability? On the one hand, people will be presented with more opportunities to consume. By 2020 the store will come to the consumer, via whatever handheld device we are using then, with personalised offers to entice us to spend. There will be few physical, technological or geographical boundaries to making purchases. We certainly won’t need to carry cash. We’ll just click for what we want.
On the other hand, this cluster of new technologies does offer the opportunity to reduce the environmental impact of consumption.
Shopping may become way more efficient. With intelligence embedded in everything, retailers can use that intelligence to cut the waste they produce and reduce energy and water use. Logistics will be smarter, and adjustable in real-time. Retailers will probably start to share more infrastructure. And the higher volume and density of home deliveries should allow for efficiency savings.
Shopping could be dematerialised. There will certainly be fewer journeys to physical shops, as more people buy online. And we can also expect a far greater proportion of the nation’s wealth to be generated digitally rather than physically, with many more goods and services to be provided virtually. Just think about how the MP3 file has almost completely replaced record shops or how the Kindle is currently becoming a serious rival to bookshops.
Shopping could be more informed. The new technologies, and the information that they generate could help customers make wiser choices. There will not only be total transparency around products in terms of their ingredients and provenance; but that information can be packaged and communicated in ways that make sense to the individual shopper. The climate-change conscious could get a carbon score for their weekly shop, with suggested adjustments; people with health issues might receive nudges to ensure their purchases fit their dietary plans; while people who care about fair trade will be able to click to watch a live video feed of the farm or factory on their smart phone before buying.
The technological changes are likely to come thick and fast. The consumer experience will probably be more seamless, more personalised, more ubiquitous. And if these technologies are applied in the right ways, I hope that it might just also be more efficient, more informed, and more sustainable.
May 19th is the FOOD REVOLUTION DAY and DESITA has obviously joined the Jaime Oliver Foundation’s campaign for a healthier food on public places – schools and workplaces.
Food Revolution Day on 19 May is a chance for people who love food to come together to share information, talents and resources; to pass on their knowledge and highlight the world’s food issues. All around the globe, people will work together to make a difference. Food Revolution Day is about connecting with your community through events at schools, restaurants, local businesses, dinner parties and farmers’ markets. We want to inspire change in people’s food habits and to promote the mission for better food and education for everyone.
We at DESITA feel very close to Jaime Oliver Foundation‘s mission – “(..) educating, empowering and inspiring people to make better food choices” – being our ECOFFEEproject also about healthier food choices based on sustainability.
So what are you waiting for? Join us at the FOOD REVOLUTION DAY!
And if you are passing by Milan from next 19 to 27 May, you will be welcomed by the fourth edition of the the Milan Food Week, celebrating the pleasures of the table at selected shops, art galleries, showrooms, bars and restaurants in the heart of the city.
Art, music and debates on the theme of food accompany a huge variety of tastings. This festival devoted to quality foods and wines counts more than 200 events and activities also involving some public organizations. Visit the event website for more information about this “tasty” event! www.milanofoodweek.com
Much has changed since Google earned a reputation for fattening its staffers with food on demand. These days, the company is focused on advancing its healthy eating initiatives. Explains Jennifer Kurkoski, who has a PhD in organizational behavior and runs a division of Google’s HR department called People Analytics, “When employees are healthy, they’re happy. When they’re happy, they’re innovative.”
In pursuit of that healthiness, happiness, and innovation, Google has turned to “nudges”: simple, subtle cues that prompt people to make better decisions. Behavioral economists have shown the idea works, but Google has taken it out of the lab and into the lunchroom. This is a sampling of the encouragement you’d get during trips through the company’s eateries–and naturally, Google is measuring the results.
HARD CANDY
No longer are M&Ms in clear hanging dispensers. If you’re in Google’s New York office, you now have to reach into opaque bins. The grab takes effort; the obscuring vessel quells enticement. The switch led to a 9% drop in caloric intake from candy in just one week.
SALAD GAZE
Waiting for you as you enter the cafeteria is the salad bar. According to Jessica Wisdom, a member of the People Analytics team, studies show that people tend to fill their plates with whatever they see first. Thus, leafy greens get the most visible real estate. Desserts, meanwhile, are down another line of sight.
SIZING DOWN
While grabbing a plate to load up on grub, you see a sign informing you that people with bigger dishes are inclined to eat more. It doesn’t tell you what to do, but it affects your behavior. This simple “meta nudge” caused small plate usage to increase by half, to 32% of all plate traffic.
COLORING OPINIONS
Harvard recently revamped its food pyramid, and those lessons in metered portions have translated into a colored tag system in the cafeterias. you see green labels paired with veggies, giving you liberty to dig in. Most desserts have red ones, warning potential gluttons to proceed in moderation.
DESERTING DESSERTS
So you’ve had a bad day, and even a glaring red tag isn’t enough to discourage you from indulging in a treat. Fortunately, desserts are designed to be downed in just three bites. By making people think about having to take a second dessert plate, Google is nixing potential binges.
WATERWORKS
You’re back at your desk and thirst is setting in. You head to the kitchen. In the past, water was on tap and soda was in the fridge. Now bottled water is at eye level in the cooler, while soda has been moved to the bottom. That shift in placement increased water intake by 47%, while calories from drinks fell by 7%. Taking a sip of agua, you feel better already.
Businesses have been urged to accelerate their environmental footprinting strategies to include emerging economies, after new research by the Carbon Trust revealed young people in China could hold the key to unlocking mass demand for greener products.
The survey of 2,800 young people across six countries carried out by TNS found 83 per cent of 18-25 year-olds in China would be more loyal to a brand if they could see it was reducing its carbon footprint. In contrast, just 57 per cent of US respondents and 55 per cent of young people in the UK made the same claim.
Globally, 78 per cent of young people said they want their favourite brands to reduce their carbon footprint, but again those in Chinese showed the highest demand for emission reductions with 88 per cent calling on firms to cut their footprint.
South Africa came in second place with 86 per cent of respondents calling on blue chips to reduce their impact, followed by Brazi at 84 per cent. Again the US and UK lagged far behind with only two thirds of respondents demanding more action from big brands.
The analysis was launched just days before the Carbon Trust unveils the first four Asian companies to receive the Carbon Trust Standard, its independent label awarded to companies that reduce their organisational carbon footprints year-on-year.
Tom Delay, Chief Executive of the Carbon Trust, said the survey results were “startling”, in that they revealed how Chinese consumers could lead the global demand for greener goods.
“Sixty per cent of young adults questioned in China would stop buying a product if its manufacturer refused to commit to measuring and reducing its carbon footprint, compared to just 35 per cent of those in the US,” he said.
“Perhaps it is the Chinese, and not the US. consumer, that really holds the key to unlocking the mass demand for new low carbon products necessary to deliver an environmentally sustainable economy.
“If global brands don’t build international carbon reduction strategies even faster, they risk missing out on the spending power of emerging economies.”
The research also revealed that Brazilian young people showed the greatest demand for companies to be transparent about their action on carbon, with 81 per cent demanding that brands to provide proof they are reducing their carbon footprint.
British young people showed a high awareness of the term “carbon footprint”, but only half claimed to be concerned about climate change.
The notion of sustainability will remain for countless years to come. No matter if you’re talking about the product design, agriculture, construction, food or restaurant industries, sustainability is at the forefront.
While most industries are developing more sustainable approaches to products and services, the food and restaurant industries are making tremendous headway, in alliance with health and environmentally-conscious consumers.
Nowadays, consumers are taking note of how they eat and are taking strides to make changes. Not only do they want healthier foods on their tables, they want a cleaner, healthier planet. In fact, an increased portion of food dollars are being spent at local farmers markets, as well as an overwhelming number of consumers taking part in Community-Supported Agriculture (CSA) programs.
Furthermore, the One Green Score for One Earth sustainability research study revealed some 63% of those surveyed said they were extremely committed to buying sustainable goods. It doesn’t stop there. More and more, consumers are taking on the task of self-farming. In fact, Forbes predicts that by the year 2018, 20% of all food consumed in U.S. cities will come from rooftop and parking lot farms.
The restaurant industry, one of the most wasteful industries in the world, as a whole is seemingly tackling sustainability in its own way as well. By adopting certain practices such as utilizing solutions like Foodem to purchase sustainable, organic food products, putting food education at the heart of their businesses, realizing industry partnerships are mandatory, creating ways to reduce and reuse food waste and being environmentally-conscious when designing and building dining locations, the restaurant industry has finally wrapped its head around what needs to be done, even though there remains tons to accomplish.
To put the vision of sustainability and the restaurant industry into perspective, check out Chef Arthur Potts-Dawson’s enlightening Ted Talk.
Accor is taking sustainable development to new heights, with the launch of PLANET 21.
The name is a direct reference to Agenda 21, the environmental action plan signed at the Rio Earth Summit in 1992, and reminds us of the urgent concern that face our planet in the 21st century and the need to change our methods of production and consumption patterns to preserve human beings and eco-systems. With PLANET 21, Accor is making 21 commitments and the same number of quantified goals for the year 2015, including:
employees trained in disease prevention in 95% of hotels;
80% of properties promoting balanced meals ;
85% of hotels using eco-labelled products;
a 15% reduction in water consumption;
10% decrease in energy use at Accor’s owned and leased hotels worldwide.
“At a time when the Group is embarking on a phase of brisk expansion, with the aim of becoming the global reference in hotel industry, we are reaffirming our choice of responsible growth capable of generating shared value for all”, said Denis Hennequin, Chairman and Chief Executive Officer of Accor.
“With the PLANET 21 program, we are putting sustainable hospitality at the core of the
Group’s strategy, development and innovation. I am convinced that sustainable development will lead us towards a new business model. PLANET 21 gives us a fantastic driver of competitiveness for our brands, attractiveness for our customers and partners and loyalty for our employees”.
Since 1994, when Accor first established its Environment Department, the Group has adopted numerous solutions to contribute to the development of local communities, reduce water and energy consumption and limit the environmental footprint of its hotels. With PLANET 21, Accor is reinforcing its determination to put sustainable development at the heart of its activities: 21 commitments that involve customers, partners and employees in order to improve Accor’s sustainability performance.
For these reasons, the new PLANET 21 strategy includes a program to engage customers, inviting them to contribute to the hotels’ actions and achievements. From making a reservation to staying and or dining in Accor hotels, customers will discover a rich and diverse array of messages that will encourage them to contribute actively to the hotel’s action through a few simple gestures.
The tone of the messages will be friendly and thoughtful, aimed at encouraging customers to participate without ever making them feel guilty.
normancescut.com 