What Green Businesses Can Learn from Obama’s Campaign

December 14, 2012

Although President Barack Obama ran a successful campaign and won a decisive electoral-college victory, the margin in key battleground states was slight. Indeed, a shift of 407,000 votes across four of them — Colorado, Florida, Ohio, Virginia — would have given Mitt Romney the 69 electoral votes he needed for victory.

Big data has been touted as key to Obama’s victory — and securing winning margins in swing states — by enabling the campaign to focus scarce resources on voters who could be persuaded to vote for Obama and, once persuaded, were likely to actually vote.

Critical to this effort was the Obama campaign’s recognition that voters may be demographically similar while at the same time strikingly different when it came to the issues that they cared about. As Dan Wagner, the campaign‘s chief analytics officer, told The Los Angeles Times, “White suburban women? They’re not all the same. The Latino community is very diverse with very different interests. What the data permits you to do is figure out that diversity.”

For the Obama campaign, a key to victory was to precisely understand which issue would be most persuasive to a voter’s choice and then microtarget like-minded voters with messaging that relayed the President’s stance on the issue and his action plan to address the issue going forward.

Underpinning this effort by the campaign was market research to determine the precise issue that most effectively influenced voter decisions — and which voters cared about which issues. The campaign also targeted known supporters, asking them to reach out to Facebook friends in swing states in hopes of influencing their voting decisions.

Such microtargeting is not limited to campaigns. Companies can also use this approach to identify and shape green brand preferences, and ultimately, purchase decisions. Here is how:

Focus on consumer persuadability. Politicians are known for boasting to voters about what they have done while in office and expecting voter support in return. This is similar to how many brands tout their green accomplishments today: more recyclable, safer chemicals, reduced material content. But, as in politics, such accomplishments may not be relevant to consumers, green or otherwise. Nor are they necessarily factors that influence brand preference and choice.

In contrast, the Obama campaign had a laserlike focus on the issues most associated with influencing voter decisions. Brands can learn from such an approach. By determining not only what consumers care about but also prioritizing messaging to focus on those needs most associated with consumer preference and choice, brands can have greater impact for a given investment. In each case, market research is required to reveal what cares or needs have the most influence on preference and choice and for which audiences.

Method’s recent Clean Happy video campaign illustrates such an approach. The campaign targets household decision-makers and focuses on a broad range of consumer cares and needs and how Method’s products deliver on each.

For example, one video titled “Clean Like a Mom” promotes Method household cleaning products that contain safer chemicals than traditional cleaners. But, instead of focusing exclusively on product attributes, the video highlights how Method products address specific consumer cares, namely, kids’ safety and the desire by moms to be perceived by their peers as doing the right thing. Presumably, Method did market testing and found out that with moms, these issues motivated greater brand preference and choice than alternatives.

Interestingly, green marketers can effectively influence consumer behavior even if consumers do not consider themselves to be green. One dramatic example comes from a Yale University/George Mason survey that segmented Americans based on their attitudes toward climate change.

The survey revealed that two consumer segments — the one most alarmed by and the one most dismissive of climate change — were the most future-oriented in terms of their outlook. Such attitudinal similarities provide a potential opening for marketers to try a more future-focused message when selling greener products to these segments despite their polar opposite views on climate change.

Be true to your brand. Some politicians try to reinvent themselves in order to tell voters what they want to hear. Arguably, this is similar to a brand that wants to engage consumers on green issues but is not currently perceived in the market as being green.

Brands do not necessarily have to be known for being green in order to be relevant to consumers. Instead, brands should tell their story in a way that is true to their existing brand positioning.

Unilever’s Axe is a great example. Known as an irreverent brand that uses the sex appeal of its products to drive sales, Axe launched its “ Showerpooling” campaign to engage its customer base on the issue of water conservation. The platform uses showerpooling — sharing showers — not only as a way to grab attention, but to make it relevant with the audience. The campaign jokes: “It’s not just environmentally friendly … it’s all kind of friendly.”

Target microsegments. The Obama campaign identified microsegments through research and projected these against a database of registered voters in a nationwide effort to influence voter choice. Of course, marketers could develop their own database by encouraging consumers to sign up for ongoing communications from a company.

But, even without a database, marketers can certainly target microsegments online. This can be done by targeting green consumers on contextually relevant sites, retargeting those visitors elsewhere online or by partnering with a demand side platform to identify and target audiences with like-minded profiles regardless of where they go online.

Turn loyalists into influencers. The Obama campaign successfully tapped its supporters to motivate friends in swing states to vote. Similarly, advertising campaigns should activate loyal customers to serve as influencers and advocates for the brand. Method deployed a similar approach in its recent campaign by distributing fun videos through social sites such as YouTube and Facebook and providing incentives for viewers to share them.

The Obama campaign demonstrated the power of microtargeting to influence voters, and arguably, affected the outcome of the election through this technique. Obama’s success was bolstered by focusing on specific issues most influential with specific voters, rather than a more general message. Such a campaign provides many lessons for green marketers — as well as the opportunity to take a similar approach to drive adoption of green products.


How to Grow Consumer Attachment to Green Brands

May 10, 2012

Marketers work hard to create an emotional link between consumers and the brands those marketers promote. But that kind of attachment is not easily won and must be nurtured over time. Experts say one way to create that emotional link is by aligning a brand’s identity with the consumer’s sense of self; that is, with a person’s understanding of who they are and what they want to be.

But which sense of self are we talking about? The actual one based on how consumers perceive themselves today – or the ideal one based on who they aspire to be? Answering that question has profound implications for brands, including green brands, in terms of how they should build brand attachment with consumers.

Lucia Malär, an assistant professor of marketing at the University of Bern’s Institute of Marketing and Management, and several of her colleagues recently published an article in the Journal of Marketing that explores the relationship between the consumer’s actual and ideal sense of self. While this academic study did not directly address green brands, there are important lessons green marketers can take away from it.

According to the paper, consumers generally form greater emotional attachments with brands that align to how consumers view themselves, rather than what consumers aspire to be. For green brands this is not a trivial consideration — especially when you consider that, for many consumers, the notion of being green is a goal they aspire to.

Malär et al. identify three attributes that have a significant impact on consumer attachment: the degree of product involvement, the level of consumer self-esteem and the propensity for public self-consciousness. Here are some thoughts on how these characteristics can help green marketers better engage consumers:

Product Involvement. The paper defines product involvement as a consumer’s engagement with a product, largely determined by how relevant consumers perceive that product to be in their lives.  Malär et al. observe that highly engaged consumers have a positive emotional attachment with brands that align to their actual sense of self, while less engaged consumers have positive attachment with brands that focus on consumers’ ideal sense of self.

At the same time, it’s not necessarily true that less eco-engaged consumers will respond positively to brands aligned to their ideal self. While consumers may be aspirationally green, they simply may not be familiar with the products that can help them achieve this aspiration.

Green marketers might first need to educate consumers about green brands before those brands can become relevant in their lives. One powerful tool is to communicate a goal-driven message around green products, while showcasing their actual use by people that consumers can readily identify with. That’s what Mitsubishi did when it created a demonstration program for electric car technology in the town of Normal, Ill.

Self-Esteem. Malär et al. say consumer self-esteem is an essential part of emotional brand attachment — as consumers seek out brands that reinforce or enhance their own perceptions of self worth. This means consumers with higher self-esteem have a positive emotional attachment to brands that reinforce their actual sense of self. At the same time, consumers with lower self-esteem have positive emotional attachment with brands that enhance perceptions of their ideal sense of self.

Given the relative newness of green as a branding category, it may make sense for green marketers to interpret self-esteem as a consumer’s confidence in their ability to make greener choices that are right for them. When engaging green-confident consumers, brands might therefore want to emphasize evidence that confirms the consumer’s self view.  For example, green brands should praise consumers for taking eco-friendly actions.

In contrast, when engaging less confident consumers, a brand may want to shape the perception of what it means to be a greener product, and to actively facilitate their purchase. Such brands might want to show consumers what they could achieve with these products, and provide a roadmap for them to get to their goals.

Patagonia provides a great illustration of this through its Common Thread Initiative.   While most companies market only new products, Patagonia launched a “Buy Less” campaign — to shape consumer perceptions regarding responsible consumption: reduce, repair, reuse and recycle. The campaign reinforces its point by actively facilitating the buying and selling of lightly-worm merchandise from Patagonia through eBay.

Public Self-Consciousness. Professor Malär and her colleagues identify public self-consciousness as a consumer’s awareness of how others perceive them. People with high public self-consciousness have a positive emotional attachment to brands that focus on consumers’ actual sense of self, while those with low public self-consciousness have a positive attachment with brands that focus on consumers’ ideal sense of self.

Green marketers should take advantage of this factor by providing ways for consumers to receive public accolades for eco-friendly behavior. One way might be to embed gaming elements such as badges, points and leader boards into networked products.

Reward companies such as RecycleBank and Practically Green have already made gamification a core part of their offerings. Moreover, car companies such as Ford and Nissan have begun to incorporate similar concepts into the dashboards of their hybrid vehicles to reinforce eco-friendly driving behaviors.

Alternatively, brands can encourage the use of social media apps, like the one Opower recently launched, can enable consumers to share and compare energy savings.

It’s interesting to note that, while Malär et al. address emotional brand attachment, they do not tackle rational brand attachment. But such an attachment can be an important brand driver for consumers — especially when products have a direct and measurable impact on the environment. As such, when it comes to green products, rational brand attachment has the potential to amplify the emotional.

One emerging example of how to cultivate rational brand attachment is the Obama Administration’s Green Button initiative.  This program will provide millions of consumers with access to their energy data. It might also spark the development of innovative ways to leverage that data, in an effort to motivate consumers to reduce their energy use.

Brand marketers face considerable challenges in establishing and nurturing brand attachment. Those attachments not only require an assessment of brand identity, but also exploring the mindset of the intended consumers — that is, how they actually perceive themselves today or ideally in the future. Green marketers can take advantage of this relationship by aligning their brands to the mindset that best promotes eco-friendly behaviors by consumers.


Three Lessons for Fulfilling on a Green Brand Promise

January 29, 2012

When it comes to the environment, consumer behavior can be inconsistent or even a bit hypocritical.  Two-car families will buy a hybrid and a gas guzzling SUV.  Parents will teach their kids to turn off the water while brushing, but take a few extra minutes in the shower to enjoy the peace and quiet.  Somehow, we tend to overlook our own inconsistencies, while holding others accountable for their actions.

Perhaps, then, it should not be surprising that consumers tend to be less forgiving of a brand’s missteps than their own.  They are quick to assume green washing regardless of good intensions.

Why is it that consumers hold green brands to a higher standard than they do themselves?

It is not an easy question to answer.  Certainly, as human beings, we have a harder time taking stock of our own actions than another’s.  But, the distinction goes further.

First, consumers turn to brands as a form of self-expression based on who they are today, or who they ideally want to be.  For consumers to do so, brands need to clearly articulate what they believe in and be consistent in how they express these beliefs.  Arguably, this is especially important for green brands, as most mainstream consumers tend to be less familiar with them or how they benefit the environment.  As a result, consumers tend to rely more heavily on green brands for guidance when making purchase decisions.

Second, consumers expect green brands to deliver on promised reductions in environmental impact.  When they don’t, consumers feel disappointed that expectations are not met, or frustrated because, despite good intensions, they are not able to make a positive impact that they anticipated.

A recent personal example:

For the past year, I have turned to OZOcar, the eco-friendly car service, to help me reduce my eco-impact from business travel.  On one recent occasion, OZOcar ran out of cars and farmed my ride out to one of several livery companies in its network.  Instead of a Prius, the vehicle that arrived was a gas-guzzling Suburban.  An eco-friendly car service providing about the least eco-friendly ride.   In marketing terms, the Suburban was off brand.

While this was not part of my typical experience with OZOcar, it offered clear lessons for all brands:

Be clear about what a brand promise is and isn’t.  Brands should set clear expectations about their brand promise.  For example, it is not unreasonable for a small company like OZOcar to send a gas-powered substitute – preferably a sedan instead of an SUV – when its fleet is being fully used.  That said, brands should clearly set expectations upfront so that consumers know what to expect and are not free to interpret perceived (or actual) inconsistencies in their own way.

Fulfill on a brand promise, or modify the promise.  A customer service manager at OZOcar did offer to change my individual profile to state that I did not want to be picked up in an SUV.  I asked if they would consider changing their policy so that their network would not send SUVs to any OZOcar customers.  They said that they would look into it.

Know how consumers perceive a brand. What matters most is not what a brand says about itself, but how consumers perceive it.  As such, marketers should stay abreast of how consumers perceive their brand by soliciting feedback during customer interactions or monitoring (and perhaps joining) online conversations in social media.  This will enable a brand to quickly adjust its messaging – or its offering – to reinforce its brand promise.


Pay-As-You-Go Pays for the Environment

December 23, 2010

Pay-as-you-go (PAYG) is emerging as a winning consumption model for the environment. It does so in two ways. First, by charging for incremental use, PAYG discourages overconsumption often associated with flat rate pricing. Second, it incentivizes shared use of resources during peak periods in order to avoid excess investments in capacity that would otherwise be underutilized for much of the time.

In recent years, several PAYG models have emerged that are having a positive impact on the environment. For example, smart grid initiatives provide consumers with tiered pricing models that incentivize them to reduce or shift energy use during peak periods. Additionally, PAYG models in cloud computing allow consumers the flexibility to add computing capacity in real-time, while avoiding the need to overinvest in server capacity utilized only during peak periods.

This month, another consumption model got a big boost when the California Insurance Commission approved the launch of PAYG car insurance in the country’s largest car market. Beginning in February, 2011, California residents will be able to purchase insurance from State Farm and the Automobile Club of Southern California and pay based on how much – and how safely – they drive. The less they drive, the less they pay.

Such a model is enabled through the tracking of personal driving data. Consumers self-report miles driven (and validate periodically through inspection) or do so automatically through an active OnStar system or small telematics device that plugs into a diagnostic port under the dashboard. Insurance companies then effectively create personalized rates based on actual car use.

Potential benefits for the environment from PAYG are significant: The State of California estimates that subscribers may reduce miles driven by 10% or more, saving consumers money while reducing accidents, congestion and air pollution.

A wide variety of companies are now in a position to consider testing PAYG models with their customers, especially those that are price sensitive, tend to use a product less than the average or demand additional services during peak periods. While consumers may focus on saving money, the real benefits may be saved for the environment.


Green Brand Leadership: a Fish Story

August 16, 2010

The customer is always right – so goes the mantra of every sales rep from time immemorial. But, as we know, what customers want may not be best for the planet. For some brands, this presents a dilemma: how do you satisfy consumer needs while remaining eco-responsible?

The dilemma can be quite daunting for a brand, especially if the eco-impact is caused by lifestyle choices consumers are long accustomed to. This challenge is only compounded when consumers are not yet aware that their very actions are having a detrimental effect – as no brand wants to be the bearer of bad news. Or, perhaps more challenging still, brands may find that the very behaviors and rituals that help define a brand itself turn out to perpetuate the very actions that are having a negative impact.

Whose responsibility is it to promote more sustainable consumer behaviors?

Many brands would say, it is the role of governments to regulate – and if they don’t, a corporate entity is not accountable for their failure to act. Others would say that it should be left to the discerning buyer. Should a brand itself take the lead? Some may argue yes. It is a demonstration of brand leadership, they say.

But, being out ahead of one’s customers may serve brands well only when their customers expect them to do so. Staking out a leadership position appeals to customers that want to know that they are doing good through the choices that they make.

Others may argue no. Brands sell products, not morality they might say. Worse, eco-responsible messaging may be antithetical to the experience a brand is trying to create. It is hard to enjoy pleasures guilt-free if one is constantly reminded of the impact that one is having on the planet.

But, regardless of where one nets out on this issue, one thing is clear: today, brands are increasingly left with little choice but to act – or react – whether or not their actions directly influence customer purchase decisions. Advocacy groups as well as individuals are leveraging the power of the media (and social media) to broadcast and amplify their voices to sway popular opinion.

Whether viewed as an opportunity to demonstrate leadership or take a defensive stance, it is likely that more and more brands will have to make such choices.

One example of such tension between brands and eco-decisions recently appeared in the New York Times Magazine article by Paul Greenberg, “Tuna’s End: The Fate of the Bluefin, the Oceans and Us.” (June 27, 2010), As Greenberg writes, Nobu, the internationally acclaimed sushi restaurant chain, faces a decision today over the selection of seafood that it serves.

The Atlantic Bluefin Tuna – a prized fish for sushi and sashimi – is now endangered. Continued commercial fishing may push it to extinction. Further, the timing of the BP oil spill in the Gulf likely exacerbated the situation by polluting one of two known breeding grounds in the Atlantic for these fish right as mating season was to begin.

Today, Greenpeace is pressuring Nobu – in large measure because it is a category leader – to no longer serve Bluefin to its patrons. Nobu has resisted. Nobu co-owner Richie Notar noted, “The Japanese have relied on tuna and other bounties of the sea as part of their culture and history for centuries. We are absolutely appreciative of your goals and efforts within your cause, but it goes far beyond just saying that we can just taken what all of a sudden has been declared an “endangered” species off the menu. It has to do with custom, heritage and behavior.”

Arguably, Nobu’s brand identity emanates from a careful balance of adherence to the tradition and ritual of sushi – its creation, its presentation, its consumption – and hip appeal: swanky ambiance, innovative food creations and celebrity ownership. Out of balance, the brand does not deliver on the experience consumers have come to expect.

With this balance in mind, Nobu has tried to stake out a middle ground by updating its menu with the following message: “Bluefin tuna is an environmentally threatened species. Please ask your server for an alternative”

Such a simple message informs patrons of the issue and then let’s each consumer make their own choice. Additionally, such phrasing invites a dialogue between the patron and server regarding food substitutes, though it is unclear as to how many patrons would be inclined to do so.

What Nobu has missed, however, is an opportunity to leverage this situation to evolve its brand appeal – keeping the balance between tradition and hip appeal while elevating each to the next level.

Nobu could find an alternative to Bluefin tuna and not jeopardize the brand, but arguably reinforce consumer perception of Nobu as hip and trendy. Greenberg asserts that what Nobu needs is a new substitute for tuna. As part of his research, he went searching for a Bluefin substitute and may have found one in a fish known as kahala. Arguably, Nobu is missing an opportunity to be one of the first to introduce kahala across its menus, reinforcing its trendy image.

Ironically, by introducing such a substitute, Nobu would not be breaking with tradition, but rather, returning to it, as Bluefin was not widely popular in sushi until just 30 years ago. It was nowhere to be found in sushi before 170 years ago.

Thus, shifting away from Bluefin and offering consumers a tasty substitute could actually enhance Nobu’s reputation for seeding new trends while maintaining close adherence to the tradition of sushi.

In this case, what is good for the brand may actually be good for the planet.


‘The Cycle’ at RecycleBank

November 14, 2008

Over the summer, I decided to move on from Digitas after four and a half rewarding years with the company and made green my full-time job. I now work for a venture-backed company called RecycleBank on their business development team. To say life at an early-stage company has been busy is an understatement, and Marketing Green readers have probably noticed a drop off in my blog entries over these past few months.  That is not a coincidence, and rest assured, I expect to be back with more routine entries on green marketing themes shortly.

 

A few words on RecycleBank by way of introduction. RecycleBank is a socially responsible company that makes money by doing good for the environment and local communities in which we operate. Our core business model is quite simple: we provide incentives for people to recycle more. And at the risk of sounding biased, our model’s pretty darn efficient. Wherever we deploy, we’ve been able to drive recycling rates through the roof.

 

Now that my current role allows me to practice some of what I’ve preached on this blog, I wanted to highlight a viral campaign we’re launching. In honor of National Recycling Day this Saturday, RecycleBank has launched The Cycle, a compelling video series that focuses on how materials are separated and reprocessed back into useful raw materials. 

 

 

Today, there is more and more emphasis being placed on cradle-to-cradle material use.  The Cycle provides an engaging and accessible story of how it is all done.    Click here to view the rest of the The Cycle series.


Green May Be Ho-Hum for the Holidays, But It’s Here to Stay

December 12, 2007

So far, this holiday season has seen a rather muted push on green by retailers, both in terms of the products they sell and the messages they communicate to consumers.  Marshal Cohen, Chief Industry Analyst at NPD Group, recently suggested that such lack of enthusiasm by retailers reflects waning interest in green.  Cohen stated: “It’s basically a card that a lot of people played while it was hot and trendy…and it got overplayed.”  

Indeed, early signs suggest that retailers left their Birkenstocks home for the holidays.  While most retailers are taking steps to green their operations and supply chains, few have taken steps to green the shopping experience.  Reuters recently reported that retailers such as Target, Wal-Mart and J.C. Penney recognized green as a trend but does not have plans to promote green merchandise this holiday season  (Barneys is apparently a notable exception).  A spokesman for J.C Penney added: “It’s something that is growing in importance with the customer…[but it’s in] its early days.”  

But, could it be the case that after so much hype early in the year, the green trend has faded just as it was getting off the ground? 

Marketing Green believes just the opposite: as a trend, green is just getting started.  Quite simply, the apparent lack of enthusiasm shown by retailers this holiday season reflects the fact that we are still early on the adoption curve.  Here’s why: 

Green products popular today are not necessary gift ready.  Green products that have been adopted by the mass market – including compact florescent light bulbs and hybrid cars – may not make the best stocking stuffers.  Moreover, unlike organic foods, clothes made from organic cotton have not been adopted by the mass market yet.  As such, it is not surprising that we do not see a sudden surge in demand for these items this season. 

Consumers may not equate green with spreading holiday cheer.  When it comes to giving a gift that is overtly green, consumers may worry that they may be perceived by friends and family as the Grinch.   While social norms are changing, being green today is still in many regards a personal virtue rather than societal expectation.  As such, gift-givers may fear that giving a green gift may be perceived by recipients as politicizing the holidays.   

Retailers fear being accused of greenwashing.  Today, few standards are in place to determine how green is green.  Without them, retailers are left to their own devices to determine what is eco-friendly – and, as a result, are left exposed to criticism by outsiders who may think otherwise.  As such, many retailers today are focused more on greening their internal initiatives than greening specific products. 

While interest in green may wax and wane, marketers must remember that we are still in an early adoption cycle for green.  Regardless of how successful this season is for green, as a trend, green is here to stay.  In fact, there are five global influencers that will ensure that as a trend it grows, spreads and matures.  

Changing physical environment.  While the melting of the ice caps may still be an abstract concept for most, consumers are beginning to experience erratic weather patterns that are likely – though not certainly – being caused and/or exacerbated by global warming.   Indeed, Oxfam recently reported that weather-related natural disasters have increased four-fold over the past two decades while geologic-related ones (eg, earthquakes, volcanoes, etc) have remained steady.   Such visible signs will likely increase and intensify with time, providing a constant reminder that something in our world is not in balance.   

Increasingly concerned consumers:  In the US today, consumers have a high awareness of climate change as an environmental concern, but arguably relatively low awareness of the severity of its impact – especially on the poor who are least responsible for its cause but most vulnerable to its adverse affects.  As Hans Verolme, Director of Global Climate Change Programmes for World Wildlife Fund stated, “There’s no escaping the facts: global warming will bring hunger, floods and water shortages.”

Marketers should be prepared that such a realization may cause a sea change in how American consumers view the brands that they purchase.   Americans may be voracious consumers, but they do not like to do so at other people’s expense.  As a consumer issue, therefore, climate change mitigation may be similar to enforcing fair labor laws or worker safety practices  – it is just what you do or risk a backlash from consumers. 

Leadership by business: Some may find it surprising that many global corporations are strong proponents of action on climate change.  Indeed, 150 leading companies – including US multinationals Coca-Cola, GE, Nike, Johnson & Johnson and Sun Microsystems – have already signed a communique on climate change and presented at the UN conference this month in Bali that calls for legally binding targets for carbon emissions. 

So why would global companies lead the charge?  Corporations know that mandates on carbon emissions are inevitable.  The sooner government acts to set acceptable carbon emission levels, the faster business can respond and plan for the future – by modifying capital investment decisions or commercializing new products, for example.  

Moreover, once global emission caps are put into place, standards will be developed within each product category that determine how green is green.  Without standards today, companies decide for themselves to what level they should green their products.  In this situation, the burden is on the consumer to decide how competitive products stack up while leaving well-intentioned companies vulnerable to greenwashing accusations by critics that disagree with their claims. 

Where standards have emerged though, green products have taken off.  One great example is the creation of the Leadership in Energy and Environmental Design (LEED) certification that set standards for green buildings.  The result: 20% growth in green buildings in 2005, followed by 30% growth in 2006.    

Watchdog role of Non-Governmental Organizations (NGOs):  In many ways, NGOs serve as watchdogs for industry on environmental issues.  Today, such organizations enjoy increasing clout, fueled by increased membership and financial backing over the past few years.  More than ever, NGOs are flexing their muscle by challenging corporate activities that they deem as destructive to the environment or deceptive to consumers.   

Interestingly, even companies that are viewed as leaders on green do not get a pass by NGOs when activities are deemed inconsistent with their competitive positioning on green.  For example, despite (or as a result of) earmarking a combined $70 billion toward green investments and loans, both Bank of America and Citigroup were recently the target of a grassroots campaign by Rainforest Action Network to the fact that these banks also fund coal-fired plants, a primary contributor to global warming.    

Today, consumers can also serve as watchdogs as well by rating corporate green activities through sites such as Greenwashing Index, Do the Right Thing and Climate Counts.    

Involvement by governments: Today, there is growing global support for action on global warming.  Signs of this momentum are perhaps nowhere more prevalent than in the US and Australia – two countries that have long been holdouts for global action.  Over the past couple of weeks, there has been a sea change in Australia, as Kevin Rudd, the newly-elected Prime Minister, signed the Kyoto accord as one of his first acts of government.  Moreover, the US Senate Committee on Environment and Public Works voted last week for an ambitious 70% reduction in carbon emissions by 2050.   

So, marketers should take note.  Early signs are that green may not bring holiday cheer to retailers. Nonetheless, green marketers should remain steadfast.  Though consumer focus on green may fluctuate, green as a trend is here to stay.  Five key influencers will not only ensure that is the case but accelerate its growth over time.   


%d bloggers like this: