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InsIght RepoRts
planet veRsus pRofIt: the csR dIlemma
how bRands can ReconcIle theIR economIc and socIal ImpeRatIves
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w
h a t ’ s
i n
t h i s
r e p o r t
plane t versus pro
fi t: the csr dilemma
Ho w brands can reconc i le t
he ir econom ic and soc ia l im
pera t i ves.............................
...03
1 0 golden rules
O commun ica t ing corpor
a te soc ia l respons i b i l i t y........
............................................
.......0 7
csr in numbers
Consumer a t t i tudes to wards green b
rands; t he top 20 sus ta ina b
le compan ies..........08
case s tudies
Peps i: Re res h Pro jec t.......
............................................
.............................................
.....10
Du lu x: Le t’s co lour..............
............................................
............................................
......11
No k ia: T he Po wer o We....................
............................................
..................................12
S te l la Ar to is: Rec yc lage de
Lu xe..............................................................
.......................13
Fos ters: Casc
ade Green...........................
............................................
...........................14
Kra t: Kenco Eco Re f l l.......
............................................
.............................................
......15
COI: Bed t ime s tor y.................................
.............................................
.............................16
EDF Energ y: Sa ve toda y, s
a ve tomorro w...................................
......................................1 7
W WF / E WS: Eco oopr in ts in t he M idd le Eas t.....................
.........................................18
Puma: C le ver l i t t le bag...............
............................................
..........................................1 9
Ar ie l: Turn to 30..................
............................................
............................................
.... 20
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P l a n e t
v e
r s u s
P r o f i
t
▶ Planet versus Profit: tHe Csr DileMMaPlanet versus Profit july 2010: feature
www.cmgb.cm
“Pepsi is doing less in CSR than.
Coke, but getting more credit.”.
“Last century saw the birth o .
the.digital natives, now the.research is in and we can.
see the era o aspirational.
sustainability is upon us.”.
I sm said as ag a Ppsi was gig p is mi-mii da Sp
Bw pig ad psii ad ad i i a $20 mii sia spsib mmi
p, wd av b agd Madis Av. B is is xa wa
appd. Bads a fa akig sis pa spsibii mpa
wbsi ad ig m sm. Sm a w-ivd gis ispiai,
wi s ai mak a impa. I’s a sp aig v ad v’s dig
kw s w sa i ig, by Gemma Taylor.
The Pepsi Reresh Project is just one o
hundreds o corporate social responsibility
(CSR) campaigns targeting an increasingly
environmentally conscientious consumer.
Last century saw the birth o the digital
natives, now the research is in, and we can
see the era o aspirational sustainability
is upon us. According to global market
research by Synovate, almost hal the
people surveyed said they would be willing
to pay more or environmentally riendly
products. Research rom the Second
Annual Corporate Social Responsibility
Perceptions Survey revealed that while 75
percent o those who read a CSR agenda
were more likely to purchase products
or services rom that company, only 13
percent were aware o the company’s social
responsibility agenda.
Pepsi is adapting to this new consumer,
whose role as citizen, environmentalist,
community member and nally, purchaser
is changing the way brands communicate
with their markets. Like Pepsi, brands must
now be brave enough to engage in these
conversations and wise enough to invest
in the groundwork that can avoid lies,
embarrassment and conusion:The downall
o many CSR campaigns.
Managing director o Ogilvy Earth Freya
Williams observes that ‘Pepsi is doing less in
CSR than Coke, but getting more credit’. Sowhat is the key to Pepsi’s success?
PrePArAtIon, PrePArAtIon,
PrePArAtIon
Any public speaker will tell you that the key
to a good speech is preparation. A hal-
baked improvisation to the wrong crowd is
not only insulting to an audience but can
be painully dull and will be remembered or
all the wrong reasons. The same applies to
communicating sustainability credentials.
Diana Verde Nieto, Founder o CSR
communications agency Clownsh has a
wealth o experience in this area. “Over the
years, we have ound that a company should
only speak out when it is has invested in
sorting through its internal processes, such
as supply chain eciencies, whether this
is carbon, water or packaging, to the point
where it is past the stage o compliance andhas something uniquely relevant to say.”
A beautiul example o a company that has
invested time and thought in a project beore
launch, is Dulux. Instead o telling the same
old story o how colour can change lives,
it considered ‘broken window theory’, and
launched a campaign that would show and
not just tell, how improving surroundings can
inspire communities.
Local teams o painters were set up aroundthe world to paint areas in Paris destructed
by the riots, a avela in Brazil, a slum in India
and schools in Tower Hamlets, London. Only
ater these ongoing projects had been set in
motion, was a creative campaign launched,
giving it integrity and transparency.
Euro RSCG CEO Russ Lidstone explains
the thinking behind this strategy, “Dulux
understood that consumers in mature ▶
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Planet versus Profit july 2010: feature
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.“CSR isn’t about planting trees.
.to drive sales o biscuits.”.
▶
markets are willing to have their purchasing
decisions infuenced by CSR. Our brands lie
naked in ront o the consumer now. Twenty
years ago you could get away with articially
wrapping a brand, now brand actions must
be transparent and hold up to scrutiny.”
“It is not incumbent on brands to be
whiter than white, we have NGOs or
that. Consumers want commitment and
a demonstration that they’re trying to do
something, like Coke and water or Dulux
regenerating communities. It’s about taking
small steps towards these goals, while
making money.”
the non SequItur
This is a generous outlook that absolves
those brands that are merely shoe-horningCSR communications into a brand strategy
in which it doesn’t belong.
When BMW quit Formula One last season,
the reason given was not its dire racing
perormance or the state o the economy.
BMW chairman Norbert Reithoer reasoned
that ‘premium will increasingly be dened
in terms o sustainability and environmental
compatibility’. Its involvement in motor sport
ran contrary to its strategic business plan.
This is a small step and one that will
hopeully be ollowed up. But sometimes
this change in tack can eel ake and
awkward. Clownsh’s Diana Verde Nieto
warns brands against jumping on the
band wagon. “The times when these
communications have backred have been
when they are unsubstantiated or irrelevant
to the brand o consumer. HSBC launched a
campaign on how to green your house. This
has nothing to do with the core proposition
o HSBC and i anything, weakens it. A lack
o communication between the CSR and
marketing department can sometimes be
the cause o this backre.”
The Stella Artois Hedge Fund campaign
resulted in 8000 hedges and 60km o hedge
rows being planted but it was berated by
industry leaders or its lack o commitment
and inappropriateness.
Ogilvy Earth managing director Freya
Williams said the Stella campaign elt
‘gimmicky’, that they had not done theirhomework and as a result, had a weak story
to tell. “Brands must work inside-out to
have core sustainability. This was obviously
not about building long-term brand value.”
Brand building should tackle something
core to the consumer, like Wal-Mart’s
‘Save money, live better’. This is in-keeping
with the original brand proposition o this
budget-riendly superstore and not a last-
minute aterthought, shoe-horned into the
campaign by CSR box-tickers.
Alistair Sim, director o creative agency
Chase is constantly rustrated by this
approach, “CSR isn’t about planting trees
to drive sales o biscuits, it’s about the way
your business thinks and acts rom supply
chain management and human resources
to new product development. The sales and
marketing should just be the signature at
the end o this letter to our consumers.”
Brands need to make sure this signature is
clear because nothing stops communication
like a case o mistaken identity.
Don’t juSt SAy It cleArly,
SAy It IrSt
Despite the criticism, Stella should at
least be commended or its bravery and
leadership in an industry that risks possible
criticism by highlighting its ailings. Unlike
Dulux, seen as a bystander brand, Stella
Artois, as a drinks brand automatically
alls under the complicit brand category,
responsible or using millions o gallons o
water to make a luxury item.
Stella is the rst alcohol brand to bring this
discussion to the table, which might be its
wisest move yet. A more recent campaign
uses print ads with a retro themed 60s style
model holding a ‘7 percent lighter bottle’.
An on-pack promotion called ‘Is Jasmine
in Your Lightweight Bottle’, guaranteed
consumers a minimum cash prize o 50p
with the chance to win up to £100,000.
Aligning bold incentives with an earnest
message is good in that, despite being
unimaginative and unsustainable, it is the
very least accessible. Like when Toyota
launched Prius, the rst electric car to go
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▶
“The communication model.
should be prduct development.
ollowed by employee.
engagement and hen and only.
then, promotion.”.
into mass production, Stella could hold a
valuable rst-mover advantage in this area.
GreenBluShInG
Some companies are frst-movers but just
don’t talk about it, this perceived shyness is
known as greenblushing.
There are huge rewards or those who
overcome this modesty. AduPont has
made billions o dollars o savings by
making themselves more sustainable. As
a company o engineers pathologically shy
when it came to touting their sustainability
credentials, It sponsored the rebuild o
Greensberg, a town destroyed by a tornado.
The build was documented by the Discovery
Channel allowing AduPont to shout about its
achievements while retaining its modesty.
Potentially, frst-mover advantage can
backfre on occasion. I the product is
weak and perceived as a bolt-on, it can be
a complete waste o money. Barclaycard
Breathe, a ‘green’ credit card with carbon
neutral incentives, does not address
undamental business issues o Barclays
and doesn’t relieve them o responsibility o
core impacts – a spurious practice known as
greenwashing. Group brand development
leader or Standard Chartered Bank’s‘Here or good’ campaign Susan Ho
actually laughed out loud at the prospect
o Barclaycard Breathe, dismissing it as a
‘trendy but short-term’.
eMPloyee enGAGeMent
Product development can be a powerul
communications tool in itsel, but
only when used in the right way. UK
supermarket chains Waitrose and
Sainsbury’s both launched game-changing
new packaging or their milk products.
Only one would survive.
The new milk pouch, which used 75
percent less plastic than its bottled
counterparts was launched in Waitrose.
Customers rejected it, complaining that
it was ‘weird’ and that they didn’t know
how to use it. By comparison, beore the
pouches even hit shelves in Sainsbury’s,store managers taught employees how
to use them, so when conronted with
conused shoppers they could act as
ambassadors, help consumers adapt to
that thing they hate most, change.
“The natural rst step or a brand to take
is to engage its internal stakeholders,
its employees and then its consumers in
its journey. Not only by communicating
to them but enabling them to live better
lives through the brand,” agrees VerdeNieto. “The communication model should
be product development ollowed by
employee engagement and then, and only
then, promotion.”
PAPA Don’t PreAch
Some campaigns not only neglect to
engage employees but alienate their target
audience with they way they preach at
consumers with clunky and uninormed
communications. P&G brand PR manager
or abric and home care Catherine
Fairchild is convinced that the success
o Ariel’s ‘Turn to 30 Degrees’ campaign
came rom solid research and
understanding o the consumer.
“Research revealed that 60% o the target
audience wanted to ‘do their bit’ without
compromising on perormance. Ariel had
done its research and produced a campaignwith clear and tangible benets. It gave us
the condence that the message would be
well received,” she says.
The misguided government attempt to
encourage citizens to reduce their carbon
ootprint broke all these rules. The COI TV
spot ‘Drowning Dog’ by AMV/BBDO sees a
little girl cowering in ear as her
ather gaily reads her a bed-time story
depicting the death and destruction o
Britain as a result o global warming.It received 939 complaints and was
subsequently axed by the Advertising
Standards Authority.
The Emirates Wildlie Society made a
similar mistake and with a dull and
accusatory spot using a clichéd newspaper
stop-motion animation that suggested a
connection between rising sea levels and
the purchase o imported bee.
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Planet versus Profit july 2010: feature
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“The Adidas Group.
believes sustainability and CSR.
could.even.spell the end or.
an increasingly unstable.
capitalist society.”.
Marketers are still pursuing these narratives
despite them proving ineective time and
again. “You see it in the data that negative
messaging is creating inertia. Look at the
success o Hopenhagen. The world doesn’t
need any more doom and gloom, tree rogs
and polar bears. It’s positive messaging that
draws in the new consumer,” says Ogilvy
Earth’s Freya Williams.
Sim agrees with this, “It’s easier to bringabout a change o attitude or behaviour in a
person by suggesting small changes one at
a time, rather than handing them a list akin
to a maniesto or change and telling them
to get on with it.”
thIS IS recycleD PAPer
In a spot advertising its green credentials,
power supplier EDF Energy made a TV ad
using recycled ootage. Old lm clips o
the Wombles, Thunderbirds and John F
Kennedy were cheap to use and good orthe environment, serving to urther highlight
the message. Oten, the mode o media
used in communications can be wildly out
o line with the message, like printing o
a small orest to tell people about a new
venture with The Rainorest Alliance.
Anthony Ganjou runs natural media
company Curb. “Green marketing, green
advertising, it’s all a arce. No one really
cares about the methods o how this is
communicated,” he says. “250 million
square eet o un-recyclable PVC is
produced rom outdoor billboards, every
year. That’s 16 square miles, the equivalent
o London. I’m not a tree hugger. I’m not
an eco-warrior. I believe in green issues but
I do not believe that banging a drum is the
way to educate them. Make them all in love
with nature in a way people have orgotten.”
Curb produces taglines out o moss, logos
out o crop circles and sculpts brands out
o sand that can guarantee 100,000 viral
views. It’s this kind o lateral thinking that
could inspire a global scalable campaign
that doesn’t advertise green credentials on
a 60,000 sheet mail drop.
Investing in clear hallmarks like the Carbon
Trust Standard or Fairtrade certication can
also give campaigns gravitas and integrity
and avoid the greenwashing label. Tesco
uses the Carbon Reduction Label on many
o own-label products, as do major brands
ranging rom Walkers crisps and Kingsmill
bread to the Dyson Airblade, Morphy
Richards irons and Cemex cement.
The launch o Puma’s CSR project
PumaVision, in partnership with the UnitedNations Environmental Programme, is a
perect example o the well-placed aith
brands put in external partnerships.
PumaVision is an amalgamation o separate
initiatives, such as a new packaging
distribution system, the ‘Clever little bag’,
which is a sustainable solution to the
shoebox. Program director Mark Coetzee
boldly states that ‘it is o the utmost
importance to validate all that you are doing
through external advisory boards’.
VoIce o the uture
Partnerships, greenwashing, and employee
engagement are all issues o the present
so what does the uture hold? Tom Delay,
CEO o the Carbon Trust, predicts products
will have to publish carbon credentials by
law, which will be the end o greenblushing
and greenwashing or brands.
The Adidas Group believes sustainability
and CSR could even spell the end or an
increasingly unstable capitalist society.
The Adidas Group has been working
with Proessor Yunus who argues
that the purpose o a social business
model is tackling social issues throughentrepreneurial actions, not maximising
prot, in a sustainable way where
anticipated prots are not paid out as
dividends but are reinvested in the social
business. As a result o these discussions
Reebok is about to launch projects
throughout villages in Bangladesh, which
will see $1 trainers made available to locals.
Beore we reach a world where brands
are rushing to show o such radical CSR
initiatives, we will start to see gradualprogress towards a more practical
approach, grounded in smarter thinking. It
is the death o ‘ecomagination’ and the birth
o a more pragmatic approach exemplied
by Wal-Mart, ‘Save money, live better’.
This gradual shit in dialogue rom altruistic
charity messages to core brand benets
could be the solution to campaigns that are
more than just the colour green. ■
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t h e
1 0
g o
l d e n
r u l e s
▶ 1 0 golden rules
of CommuniCa ting Csr
1.Focuson
theProduc t
Ge t t he produc t r ig h t. Green mar ke ters mus t ta ke t he e
x tra s tep o f manag ing t he p
roduc t’s
l i fe c yc le impac ts and eco- inno va te fro
m t he ou tse t.
2. communic a tecoreB
eneFi ts
Focus on t he pr imar y bene f i ts o
f t he produc t
3. ensure yourcsrco
mmi tmen ts arecred
iBle
Be trus t wor t h y, transparen t, and fac t
ua l l y correc t. See k e x terna
l accred i ta t ion.
4. Behones t
Don’ t tr y and be some t h ing you’re
no t. Adm i t m is ta kes and co
mmun ica te your so lu t ions.
5. don’ tresor t to tire
dclichÉsor techni
c all angu age
Brea k s tereo t ypes. Use
inc lus i ve language and images and pus
h mass o wners h ip.
6. tell as tor y
Use emo t iona l and po wer fu l s tor ies to
ho ld peop le’s a t ten t ion.
7. BeFirs t
Ga in f irs t-mo ver ad van tage and se i ze t h
e in i t ia t i ve. Compe t i tors w i l l ha
ve to fo l lo w your lead.
8. m akei trele v an t
S ta y consumer-cen tr ic. Do
n’ t c hamp ion a cause t ha t has no re
le vance to t he brand.
9. wor th ydoesn’ th a v
e toBeBoring
Wor t h y can be se x y. Insp ire p
eop le bu t a vo id us ing pa tro
n is ing language.
1 0. Find ane
w angle
Don’ t w hee l ou t t ired o ld green p hrases and log
os. Your consumers ha ve seen
and heard
t hem a l l be fore.
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▶ CORPORATE SOCIAL RESPONSIBILITY IN NUMBERS
C S R
I N
N U
M
B E R S
PLANET vERSUS PROfIT jULY 2010: STATS
60%O o wat
to pha o
votally
pol opa
csr in
numbers
$138mPad opato y
bP to dvdal a o
J 2010, a a lt o
th Dpwat Hozo ol
pll dt mxo
90%O o lv
that opa hav
a polty to hlp
d lat hag
27%O popl a wllg to
pd p to 9% o
o podt that a
o-oo
.creamlobal.com
CONSUMER ATTITUdES TOwARdS gREEN BRANdS TOP 20 MOST SUSTAINABLE COMPANIES
(tak o th copoat Kght Gloal 100 o 2010)
Source: The Global 100 most sustainable companies in the world2010 ImagePower Green Brands Survey, Synovate/Deutsche Welle, BP Gulf of Mexico Response
RANK COMPANY PRODUCTIVITY DIVERSITY % TAX PAID COUNTRY
1 General Electric Company $27,878 25 % 98 % United States
2 PG & E Corp. $8,656 38 % 76 % United States
3 Tnt Nv $14,575 20 % 100 % Netherlands
4 H & M Hennes & Mauritz Ab $65,236 54 % 100 % Sweden
5 Nokia Corporation $320,536 20 % 100 % Finland
6 Siemens Ag $32,741 15 % 100 % Germany
7 Unilever Plc $21,596 13 % 93 % UK
8 Vodafone Group Plc $44,047 9 % NA UK
9 Smiths Group Plc $38,047 0 % 100 % UK
10 Geberit $26,028 0 % 100 % Switzerland
11 Henkel Ag $20,102 31 % 97 % Germany
12 Inditex Sa $39,934 22 % 100 % Spain13 Procter & Gamble Company $12,803 25 % 88 % United States
14 Toyota Motor Corp. $130,187 0 % 64 % Japan
15 Westpac Banking Corp. $243,299 33 % 100 % Australia
16 Enbridge Inc $3,782 15 % 62 % Canada
17 Koninklijke Philips Electronics $32,234 0 % 100 % Netherlands
18 Diageo Plc $21,642 30 % 80 % UK
19 Nippon Yusen Kk $1,336 5 % 90 % Japan
20 Royal Dutch Shell Plc $5,392 20 % 100 % UK
CO2 LEADERSHIP
meTHODOLOGY: Aaly o th Gloal 100 wa ad o th wok o a gop o taalty
ah povd d to olat a hotlt o th top t p t o taalty ad faal
po o a v o 3,000 dvlopd ad gg akt tok. Th w th
akd y a t o Ky Poa idato (KPi) allatd g votal, oal,
gova (esG) ad faal data o AsseT4, wth ppltal faal oato
povdd y Fatst rah syt. copa w aalyd y go ad msci Gloal
idty clafato stadad to aodg to th msci All coty Wold idx (AcWi).
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Achieving sociAl And
environmentAl goAls
The Cream case study library contains
more than 2,800 examples o best
practice marcomms innovation romaround the world. Here are a select
that support and reiterate the themes
o sustainability and CSR. They include
global players, such as Pepsi with
its groundbreaking Reresh project
and Dulux with its community spirited
painting schemes.
Packaging innovations are an obvious
way or many brands to make their
products more environmentally riendly,
as demonstrated by Puma, Krat
and Stella. Beer brand Fosters went
one stage urther, and developed a
100% carbon neutral beer, using an
environmentally sustainable brewing
process, recycled packaging and
biodegradable printing. There are
also examples o brands attempting
to educate consumers. The Emirates
Wildlie Society and Ariel’s “Turn to
30” are excellent examples o brands
communicating new ideas to consumers
in an attempt to change long-standing
bad habits. EDF’s award-winningGreen Britain Day campaign unites
global environmental thinking with small
scale community initiatives, to create a
powerul consumer-centric message.
(Image taken from “Let’s colour” campaign from Dulux)
c A s e
s t u d
y # 0 0
-
d o l o r
s i t
A m
e t
c A s e
s t u d
i e s
PlAnet versus Profit july 2010: cAse studies
.aa..aa.
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PePsi: refresh Project
c A s e
s t u d
y # 0 1
-
P e P
s i
10
PlAnet versus Profit july 2010: cAse studies
BRANDPepsi
BRAND OWNERPepsiCo
CATEGOR YDrinks (non-alcoholic)
REGIONUnited States
DATE2010 - ongoing
AGENCY TBWA\Chiat\Day
mo re on
.aa.
.aa.
▶Pepsi pulls its opening spot at the Super
Bowl to launch community project.
Pepsi pulled its multi-decade, multi-million
dollar Superbowl opening ad position and
traded it in or a $20 million social campaign.
For a company that spends almost all its
money on TV advertising and only had
250,000 actively engaged Facebook ans
compared with Coke’s our million, this was
a bold move. Condent in the research that
shows consumers are making purchasing
decisions based on corporate responsibility
credentials, Pepsi took the plunge.
The Pepsi Reresh Project invited individuals
and organisations to submit benecial,
“The act that a brand like Pepsi is moving its marketing budget out o the Super Bowl andinto a project like this is extremely signicant, especially given times o economic hardship.”
e d i t o r ’ s
c o m m e n
t
achievable, constructive and “shovel-ready”
ideas that would make a positive impact on
communities. Americans voted or their avorite
ideas at www.reresheverything.com and Pepsi
awarded grants to the 32 top voted, totaling
more than $20 million.
This is an ongoing project and shows the
brand as an optimistic catalyst or idea
creation. Pepsi will und projects that make
a dierence in six categories: health, arts
and culture, ood and shelter, the planet,
neighborhoods and education. Reresh
projects range rom helping disadvantaged
kids to swim, to providing kennels or the pets
o homeless people.
The engagement is irreutable. Ater just 72
hours, Pepsi had hit its 1000 submission
limit or the rst month, including at least one
submission rom each state, demonstrating the
eectiveness and clarity o Pepsi’s message. ■
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duluX: let’s colour Project
c A s e
s t u d
y # 0 2
-
d u l
u X
PlAnet versus Profit july 2010: cAse studies
11
BRANDDulux
BRAND OWNERBrand Owner
CATEGORY AkzoNobel
REGIONGlobal
DATE April 2010 - ongoing
AGENCY:Euro RSCG
.aa.mo re on
.aa.
▶Dulux paints the world a better place with a
global socially responsible campaign.
Dulux is part o a global cluster o brands,
reerred to as Carel in Brazil, Valentine in
France, Dulux in China, and Marshall in Turkey.Dulux needed a campaign that could work in
all these markets and that could penetrate and
inspire communities on a local scale.
Dulux campaign director and CEO o
advertising agency Euro RSCG Russ Lidstone
spearheaded the new direction, “Research
showed us that 71% o consumers believe
businesses are as responsible or change
as the government. With paint, Dulux has a
powerul undamental human truth that
colour can regenerate communities and as
a modern brand, we wanted to walk the talk
rather than talk the walk.”
For a year beore the campaign launched,Dulux paint teams were set up around the
world and their progress was recorded.
Favelas, slums in India, a school in Tower
Hamlets - all were painted using the ull palette
o Dulux paint with the mantra, ‘let’s change
people’s lives through colour’.
The website http://www.letscolourproject.
com/ allows users to submit suggestions or
areas where they think regeneration could takeplace and would benet the community It also
has a regularly updated documentary-style
blog, which is a testament to the traction this
campaign is gaining with the public. ■
“The key thing here is the groundwork Dulux did in the year beore it launched thecampaign, proving the brand’s commitment to ‘changing people’s lives through colour”
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PlAnet versus Profit july 2010: cAse studiesnokiA: the Power of we
c A s e
s t u d
y # 0 3
-
n o k i A
.aa.
BRANDNokia
BRAND OWNERNokia
CATEGORY Telecoms/Mobile
REGIONGlobal
DATE2007 - Ongoing
AGENCYNaked Communications
.aa.mo re on
▶Nokia creates an environmental vision,
The Power o We, that sta and customers
alike can support.
Nokia is used to connecting people rom ar fung
corners o the globe, but it wanted to take this
relationship a step urther, to unite those people
behind a global cause. Problems such as global
warming are o such magnitude it can oten seem
beyond our abilities as to have an impact
‘The Power o We’ aimed to create a cohesive
environmental approach not only or Nokia’s
5,000 strong workorce but or its billion
customers worldwide. Initially implemented
back in 2007, the rst step was to unite Nokia’s
60 international oces that had until then
been operating as disparate entities on theenvironmental ront. The target was to inorm
at minimum 50% o Nokia’s global workorce
o its environmental vision, and sign-up a
minimum o 1,000 people as active champions
o sustainability. Only when this target had been
achieved did Nokia begin targeting its billion-
strong customer base.
A variety o channels and tactics including
screensavers, laptop and urniture stickers,
animations, videos, installations, events and
multimedia messages sent to phones were
used to spread the message and encourage
involvement. Longer term initiatives such
as the we:reward and the we:champion
scheme recognised those who made positive
changes in their work or led by example on the
environmental ront.
The creative unolded through quarterly themes,
around which events and content are introduced
incrementally. Recycling, excessive fying and
energy awareness were all dealt with using
interactive events, humour and digital content.
When looking at the numbers, the Power o We has so ar proved very successul. Internal
awareness is at 75% and event participation at
20%. Over 1200 we: champions have signed
up in 25 countries. In addition, employees have
made over 4000 pledges through we:reward.
Recycling events proved particularly popular, and
increased rates by 600%. ■
“Nokia really practices what it preaches in the realm o sustainability and the key thingwith The Power o We is the buy-in it got rom all employees – crucial i you are going to
communicate a CSR-driven message.” c o m m e n
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PlAnet versus Profit july 2010: cAse studiesstellA Artois: recyclAge de luXe
c A s e
s t u d
y # 0 4
-
s t e
l l A A r t o i s
.aa.
BRANDStella Artois
BRAND OWNER Anheuser-Busch InBev
CATEGORYDrinks (alcoholic)
REGIONUnited Kingdom
DATEMarch 2009 - ongoing
AGENCYMother
.aa.
mo re on
▶Stella Artois launches more than a
lightweight bottle.
Stella Artois has long been marred by its negative
image as the heavy drink o choice or binge-
drinkers and has even acquired the nickname
‘wie-beater’. To combat this, the French beer
brand saw an opportunity to be the rst alcohol
brand to bring the issue o sustainability direct to
the beer consumer.
Stella’s rst tentative steps into the
corporate social responsibility arena were with
the successul Hedge Fund campaign. Finding
the reception to be a positive one, Stella went
one step urther and made undamental changes
to supply chain and packaging. Fity percent
o a Stella Artois can is now made o recycled
aluminum and all packaging is produced o
100% recycled paper. A new bottle that is 7%
lighter than its predecessor ormed the centre
piece or a campaign constructed entirely around
the environment, Recyclage De Luxe, brainchild
o advertising agency Mother.
The print adverts have a uturistic retro-60s vibe
while the viral oering eatures our episodes o
a spoo variety show called Le CO2eux Soireé.
These tell the audience about Stella’s ecological
initiatives. One episode seamlessly eatures the
electro-indie band Marina & the Diamonds, to tap
into the estival scene ahead o the summer.
A special limited-edition label and a unique
on-pack promotion, called ‘Is Jeannie in Your
Lightweight Bottle?’ accompanied the campaign.
This guaranteed consumers a prize o at least
50p, and the chance to win up to £100,000, with
each pack purchased. ■
“Stella is the rst major beer brand to put sustainability at the core o its communications,despite the relatively low consumer awareness about the ineciencies o beermanuacturing. Such a proactive strategy is sure to give the brand rst mover advantage,and it won’t be long beore we see similar moves rom its competitors.”
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PlAnet versus Profit july 2010: cAse studiesfosters: cAscAde green
c A s e
s t u d
y # 0 5
-
f o s
t e r s
.aa.
BRANDCascade Green
BRAND OWNERFosters
CATEGORYDrinks (alcoholic)
REGION Australia
DATEFebruary 2010 - ongoing
AGENCIESOgilvy, Eye Corp
mo re on
.aa.
▶Fosters releases its rst 100% carbon neutral
beer on a living wall.
Fosters wanted to expand its environmental
product positioning and make it easier
or consumers to make a green choice.
It conducted research that identied a
consumer demand or premium quality
and environmentally riendly beers and a
consumer willingness to do something green
that was within their reach and liestyle.
So, ater months o extensive environmental
lie-cycle analyses o the processes at its
Cascade Brewery, Tasmania, it nally
released a 100% carbon neutral beer -
Cascade Green.
All aspects had been looked at under a‘cradle-to-grave’ green light, rom carbon
osetting and the picking o the hops to its
eventual disposal in the recycling bin. Fosters
wanted the advertising and marketing material
to refect this. The bottles are lightweight and
made o recycled glass and the cartons are
100% recycled cardboard, printed with two-
colour biodegradable vegetable inks. This not
only reduces the amount o ink applied, but
also adds to the raw and natural design style
o the packaging.
Beore launching the beer, Cascade Green
went through the rigorous Department o
Climate Change accreditation process
required to achieve Australian Government
Greenhouse Friendly certication. This gave
the brand the condence, integrity and
accountability to attempt a media rst and
produce an advertising campaign using
unconventional living-billboards made
o real plants. ■
“Fosters trumps Stella with a ully carbon-neutral beer. It’s great to see a major brewermaking such a commitment to sustainability, starting at product development”.
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15
PlAnet versus Profit july 2010: cAse studies
c A s e
s t u d y # 0 6
-
k e n
c o e c o r e
f i l
krAft: kenco eco refill
.aa.
BRANDKenco
BRAND OWNERKrat
CATEGORYDrinks (non-alcoholic)
REGIONUnited Kingdom
DATEJan 2010 - ongoing
AGENCYJWT
mo re on
.aa.
▶Krat promotes new eco-riendly packaging
solution or coee.
To boost the sustainability credentials o its
coee, Kenco started buying all its beans rom
Rainorest Alliance arms. But Krat wanted togo one step urther and took the bold step o
looking at what makes up 30% o most landll
sites - packaging.
Rather than buy a new jar o coee, Kenco
developed the Eco Rell pack, which allows
consumers to rell their empty Kenco jars. The
Eco Rell packaging requires 81% less energy
to make than the glass jars and sends 97%
less waste to landll. This change in packaging
is also supported by 2009 Dera ndings that
40% o glass is not currently recycled andso a Kenco Eco Rell pack means everyone,
whether they recycle their glass jar or not, can
reduce their waste.
To incentivise this change in behaviour, Krat
not only launched a £6m celebrity-ull TV
campaign but also actored in a nancialsaving. At £3.58 per 150g, the rells are less
per gram o coee than both the 100g (rsp:
£2.58) and 200g (rsp: £4.98) jars. The packs
can also be sent to Kenco, ree o charge, or
TerraCycle recycling where they can be turned
into un new items like bags, pencil cases and
umbrellas. For every pack returned they will
donate 2p to the charity o your choice
The gamble paid o, giving the Eco Rell
pack a distinct rst-mover advantage.
Reactions to the new system can be seenon the online orum or parents, a key
demographic or Kenco, Mumsnet, where
hundreds o users discuss the merits and
challenges o Kenco’s attempt at a more
sustainable packaging solution, ‘Why hasn’t
someone thought o this beore?’ ■
“This is such a no-brainer it is surprising no-one has done this beore. A really simpleidea, well-executed which makes no real dierence to the consumer but a huge amount o dierence to the environment” c
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PlAnet versus Profit july 2010: cAse studiescoi: bedtime story
c A s e
s t u d y # 0 7
-
c o
i
.aa.
BRANDCOI
BRAND OWNERCOI
CATEGORYGovernment/Public Sector
REGIONUnited Kingdom
DATEDecember 2009 - ongoing
AGENCY AMV BBDO
mo re on
.aa.
▶ The British government brings climate
change to story time.
The UK Department o Energy and Climate
Change (DEEC) published research showing
that: 52% o people think climate change will
not signicantly aect them; only 33% think that
it will and 15% do not know. When participants
were asked how they would react i they knew
climate change was going to have a serious
eect on their children’s lives, 74% said that they
would be willing to change their liestyle.
As a result o this research, the Central Oce o
Inormation (COI) launched the Act on CO2
campaign. Directed at adults, the proposition
was ‘to protect the next generation’.
The TV spot shows a ather settling down toread his daughter the story o climate change.
The book shows a British town deep under
water, with people and animals drowning.
Carbon dioxide is depicted as clouds o black
soot rising rom cars, homes and hairdryers.
The soot then gathers into a jagged-toothed
monster that menaces the town. The daughterlooks increasingly alarmed and asks her ather
i the story has a happy ending. A voiceover
cuts in, “It’s up to us how the story ends”,
and directs viewers to the Government’s Act
on CO2 website.
The bedtime story theme also inspired these
print ads, which provoked a staggering
reaction rom the public. The Advertising
Standards Authority (ASA) received 929
complaints about the ads rom adults who
had ound them upsetting and distressing. The ASA deended the campaign and stated
that marketers could “use an appeal to ear
to encourage prudent behaviour” and that
“the ear likely to be aroused should not be
disproportionate to the risk”. ■
“Public inormation messages have to tread a ne line between communicating importantmessages, without resorting to hysteria-inducing proclamations. The complaints generatedby some o the campaign executions, and the act they were deended by the ASA provedthe imporance place on the climate change situation by the establishment.”
Save our climate for our children. Search online for
If our climate changes ourlandscape changes.
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PlAnet versus Profit july 2010: cAse studiesedf energy: sAve todAy, sAve tomorrow
c A s e
s t u d y # 0 8
-
e d f
e n e r g y
.aa.
.aa.mo re on
BRANDEDF Energy
BRAND OWNERElectricite de France
CATEGORYFuel/OilUtilities
REGIONUnited Kingdom
DATEJanuary 2008 - ongoing
AGENCYEuro RSCG
MEDIA CHANNEL TV
“It’s all very well behaving in an environmentally riendly way, but the production o adscan be incredibly energy inecient. The recycled ad was a great way to show EDF’scommitment to sustainability.”
▶EDF Energy recycles ootage to illustrate its
renewable energy proposition.
In a bid to promote its commitment to
reducing carbon emissions, Power supplier
EDF Energy developed the Eco20:20 tari,pledged to reduce the carbon intensity o its
electricity production by 60% by 2020, and
signed up as a sustainability partner o the
London Olympics 2012.
To start promoting a greener image that was
in line with these endeavors, EDF launched a
TV campaign that ‘walked the talk’ - recycled
commercials. The st spot eatures a range
o clips including an excerpt rom one o
John F Kennedy’s speeches stating that
our environmental problems are man-made,
shots o fooding and a vintage clip rom a
government public message urging consumersto watch their meter. Following the montage
the ad states: “This commercial is made
rom recycled lm clips,” and ends with the
strapline, “Save today. Save tomorrow.”
The second spot eatures recycled ootage
o old Superman lms. Viewers reacted well
to this approach and this version won the
UTalkMarketing People’s Choice award.
“Eco20:20 helps customers to save both
money and carbon, so who better to highlightthese dual benets than a cult character
who leads a double lie to make some great
savings?,” said Head o Brand at EDF Energy,
Martin Stead. ■
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PlAnet versus Profit july 2010: cAse studieswwf/ews: eco footPrints in the middle eAst
c A s e
s t u d y # 0 8
-
w w
f / e w
s
.aa.
BRANDWWFEmirates Wildlie Society
BRAND OWNERWWF
Emirates Wildlie Society
CATEGORYCharitiesGovernment/Public Sector
REGIONUnited Arab Emirates
DATEMarch 2010 - ongoing
.aa.mo re on
▶ The UAE brings sustainability to the table.
With more concrete laid per minute than
in any other country, Dubai and its Arab
Emirates neighbours are not exactly known
or their commitments to sustainabil ity. As apart o a larger ederal initiative, Al-Basma
Al-Beeiya, the Emirates Wildlie Society has
partnered with the World Wide Fund or
Nature (EWS-WWF) to develop a piece o
animation to raise awareness within the
UAE about the impacts o a high carbon-
ootprint liestyle.
The project, ‘Ecological Footprint’, wanted to
make consumers in the Middle East aware o
the scarcity o natural resources and impacts
that the misuse o these resources couldhave on uture generations. Research by
the Global Footprint Network showed that
UAE household consumption o electricity,
ood, water and mobility, made up or
more than 57% o the UAE’s total ootprint.
This knowledge prompted the initiative to
start building awareness around productconsumption and providence.
The lm’s stop-animation newspaper cut-
out style was geared at a younger audience,
with the Dubai skyline and a man dressed in
traditional clothing included to keep it relevant
to a local audience. Communications Ocer
o EWS-WWF, Dubai, Reem Al-Thawadi
says, ‘The key is to help inspire people to
want to use the green alternatives that are
available, and help push or greater
availability o green products.’
The project also developed several
educational ootprint tools including
an Ecological Footprint and is sponsoring
a sustainable liestyles campaign, ‘Heroes
o the UAE‘, which specically ocuses on
helping the UAE reduce its energy and
water consumption. ■
“This is quite a bold campaign rom a country known more or its commitment to
construction than to its commitment to the environment. Because the UAE is quite late tothe table in terms o CSR, the objective is one o inormation rather than transormation.” c o m
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1
PlAnet versus Profit july 2010: cAse studiesPumA: clever little bAg
c A s e
s t u d y # 0
-
P u m
A
.aa.
BRANDPuma
BRAND OWNERPuma
CATEGORY Accessories/Clothing/FootwearSport/Leisure
REGIONGlobal
DATE April 2010 - ongoing
.aa.mo re on
▶ Puma Vision starts long-term
sustainability program.
Sportswear brand Puma addressed its carbon
‘paw’ print by analysing one o the key sources
o pollution - packaging. It wanted to producea new industry standard in retail packaging
that would do away with the classic cardboard
box and replace it with something more
sustainable, which would also improve the
management o waste and energy eciency.
The sustainability project Puma Vision
developed the ‘Clever little bag’, which not
only uses environmentally riendly materials but
also takes up less space, so transportation
eciency is improved.
The introduction o this new system will reduce
the paper used or shoeboxes by 65% and
carbon emissions by 10,000 tons per year.
It will also cut consumption o water by one
million litres and paper consumption by 8,500
tonnes. Other initiatives involve moving rom
polyethylene bags to sustainable materials or
its apparel collection packaging, which uses
29 million ewer plastic bags a year, and the
simple action o olding packaged T-shirts just
one more time saves on emissions and costs
during transportation. ■
“Packaging is a great place to start when trying to be more energy ecient. Puma hasmanaged to turn being rugal with packaging materials into a stylish benet.”
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PlAnet versus Profit july 2010: cAse studiesAriel: turn to 30
c A s e
s t u d y # 1 0
-
A r i
e l
.aa.
BRAND Ariel
BRAND OWNERProcter & Gamble
CATEGORYFMCGHousehold Goods
REGIONUnited Kingdom
DATE April 2009 - ongoing
AGENCYZenithOptimedia
.aa.mo re on
▶ Ariel encourages eco-riendly changes in
consumer washing habits.
With the rise o cheaper own-brand laundry
products, the once dominant Ariel realised it
had to ight or its share o an ever crowded
market. It needed to revitalise the brand and
drive emotional engagement and loyalty in an
otherwise low-interest category.
Ariel identiied that its consumers were ‘light
green’ when it came to the environment. They
wanted to do their bit or the planet, but
needed to be shown that their actions
contributed to a wider eort that would lead
to positive change. This drove the decision to
put sustainability at the heart o the brand. The
Ariel ‘Turn to 30 Degrees’ campaign encourages
consumers to action one simple change in
behaviour, which will help save energy and
reduce greenhouse emissions.
The campaign worked across every aspect
o Ariel’s communications, rom the packaging
to a television campaign and an experiential
roadshow with celebrity backing rom actress
and model Helena Christensen. As a result
o the campaign, in 2006 only 2% o loads
were washed at 30 degrees, now 50% claim
they wash at 30 degrees, and 88% o people
say they chose to wash at 30 degrees because
o Ariel’s educational message
It was one o the irst P&G brands in the UK
to capitalise on a mainstream environmental
awakening and delivered not only consistent
behavioural change and volume sales uplit,
but also widespread stakeholder and
industry accolades or putting energy-saving
on the agenda. ■
“It’s not easy to persuade consumers to change their behaviour. So by changing theproduct to work at a lower temperature, it is easy to communicate a simple step thatpeople can take to save money and the environment.” c
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