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SB11 - Ogilvy - Graceann Bennett and Freya Williams
- 1. Greening
Ā the
Ā Mainstream:
Ā
Taking
Ā your
Ā marke4ng
Ā message
Ā beyond
Ā the
Ā
LOHAS
Ā audience
Ā to
Ā mainstream
Ā Americans
Ā
Susan
Ā Shelton
Ā
Shelton
Ā Group
Ā
- 2. Greening the Mainstream:
Taking your marketing message beyond the LOHAS
audience to mainstream Americans
June 23, 2011
Ā©2011 Shelton Group, Inc. Do not copy or distribute without permission.
- 5. We are the ad agency that brings sustainability to the masses.
Ā©2011 Shelton Group, Inc. Do not copy or distribute without permission.
- 7. Our Clients ā We Know Sustainability
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- 9. 2011
2010
2009
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- 10. In which product categories are you
searching for greener products?
66.6% 65.7% 64.8% 57.1% 54.6% 53.9% 50.2% 46.6%
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- 11. So why isnāt everybody
buying green?
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- 12. Itās not about awareness
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- 13. Itās about connecting to
personal values.
Then itās about keeping
them motivated.
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- 14. Letās start with what weāre
doing wrong
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- 15. āWe have to help Americans see
how the planet is in peril and
then theyāll change!ā
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- 17. Which of the following scenarios would convince you that
climate change is a real, immediate threat, and cause you to
make dramatic changes in your lifestyle?
You wake up one morning and ļ¬nd out thatā¦
ā¢āÆ Residents of American Samoa were having to be relocated due to rising tides
ā¢āÆ Shifting weather patterns/lack of rain was turning Nebraska into a desert
ā¢āÆ The polar ice cap had completely melted
ā¢āÆ Warmer winters were making the mosquito population unmanageable
and cases of West Nile Virus and malaria were escalating in America
ā¢āÆ The number of tornadoes and hurricanes had doubled over the last two seasons
ā¢āÆ The average summer temperature for your community has been
5ā10 degrees higher than normal for the past three years.
ā¢āÆ Health experts recommend that kids should no longer go outside to play during
the spring/summer due to consistently dangerous ozone/pollution levels
ā¢āÆ There were only twenty polar bears estimated to be left living in the wild
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- 18. of the non-believers would
not be moved to change.
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- 19. 14.8% 14.1%
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- 20. 3% 2%
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- 21. āLetās tell them everything they need to
know on our packaging, and letās make
the packaging really sustainable!ā
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- 28. āPeople will pay a little more to help
the environment.ā
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Ā©2011 Shelton Group, Inc. Do not copy or distribute without permission.
- 29. OKā¦so how do we do it right?
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- 30. Target the right consumer in a way
that connects to her personal
values and apply the principals of
behavioral science
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- 32. Eco Pulse 2011 Consumer Segments
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- 35. Actives: 28% of Americans
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- 36. Actives
ā¢āÆ Somewhat more likely to be female
ā¢āÆ Most are aged 45ā54
ā¢āÆ Well educated
ā¢āÆ High-income
ā¢āÆ Ethnically diverse
(signiļ¬cant Hispanic population)
ā¢āÆ Have children living at home
ā¢āÆ Sustainability is big part of self image
ā¢āÆ Highly sensitive to greenwashing
ā¢āÆ Respond best to themes of innovation
and possibility
ā¢āÆ Health is a driving forceālabel readers
ā¢āÆ Will pay more for green
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- 37. Understanding the Systemic Thinker (Gold)
ā¢āÆ They value integrity, competence and sustainability
ā¢āÆ āLife is a systemā
ā¢āÆ Their goal is to restore balance and vitality
ā¢āÆ Prevalent in Gen X and younger
ā¢āÆ They join groups to solve problems and see results
ā¢āÆ Have great abilities to understand others and inspire them to a
achieve a higher vision
ā¢āÆ Want to feel connected to their purpose
ā¢āÆ Believe that businesses and individuals need to take responsibility
for being positive and progressive forces for good -- triple bottom-
line philosophy
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- 38. People who are intrinsically or
internally motivated participate in
a behavior because they enjoy
the work and ļ¬nd it rewarding.
They donāt need any outside
persuasion to actātheyāre likely
innovators and early adopters.
Ā©2011 Shelton Group, Inc. Do not copy or distribute without permission.
- 39. Synthesis:
ā¢āÆ To tap the Early Adopters/Actives/Systemic Thinkers:
āāÆ Create/build brands that can be seen by this group as authentically
green, particularly in categories where she may not have already formed
a strong brand loyalty
āāÆ Appeal to her sense of personal identity
āāÆ Tout the health beneļ¬ts
āāÆ Use positive, hopeful, possibility-ļ¬lled language
āāÆ Build in ingredient and packaging innovations
āāÆ Tie the brand to a greater causeāmake this feel like a Big Idea
āāÆ Give her a social media outlet to learn more about how her purchase
helps the cause; connects her to like minded people
āāÆ Reach her online
āāÆ Must be in non-traditional stores
āāÆ Oļ¬er free trials to get her to try your product as opposed to coupons
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- 40. Seekers: 27% of Americans
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- 41. Seekers
ā¢āÆ Equally likely to be male or female
ā¢āÆ Slightly younger than Actives
ā¢āÆ Average education level
ā¢āÆ White collar and middle- to upper-income
ā¢āÆ Homeowners
ā¢āÆ Married with kids at home
ā¢āÆ Deļ¬ne green as energy eļ¬cient
ā¢āÆ Split on global warming
ā¢āÆ Pragmatic shoppers
ā¢āÆ Looking for green options in lower-priced
categories
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- 42. Understanding the Humanistic Thinker (Jade)
ā¢āÆ Humanistic Thinking
ā¢āÆ Personal connections and relationships create meaning and happiness
ā¢āÆ Relativistic thinkers
ā¢āÆ Value equality, community
ā¢āÆ Sees the world as a largeāand often dysfunctionalāfamily
ā¢āÆ Believe businesses should be more about equality and less about
untamed corporate greed
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- 43. Understanding the Individualistic
Thinker (Copper)
ā¢āÆ They value personal accomplishment, power and proļ¬t
ā¢āÆ āLife is a game to be won or lostā
ā¢āÆ Self-directed, pragmatic individualists responsible for creating their
own lives
ā¢āÆ Believe that tough lessons are part of the growth processādespise
victimhood mentality
ā¢āÆ Can be generous entrepreneurs, optimists, visionaries, persuasive
motivators
ā¢āÆ Chafe at outside restrictions and burdens that limit their potential to
create wealth and success
ā¢āÆ Believe business exists to increase proļ¬ts as a moral imperative
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- 44. People who are extrinsically or
externally motivated arenāt
interested in the behavior itself.
They must have a reward for
acting and they only act if the
reward is in place.
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- 45. Synthesis:
ā¢āÆ To reach the Early-Middle Majority/Seekers/
Humanistic Thinkers
āāÆ Rely on existing, trusted brand names
āāÆ Appeal to family, as in āgood for your familyā; align the brand with
other family brands
āāÆ Oļ¬er a āpermission slipā
āāÆ Consider school tie-ins and educational programs
āāÆ Tout the green reputation of the company
āāÆ Be real
āāÆ Be in the regular aisle with conventional products at standard
grocery and big box stores
āāÆ Reach them via traditional media
āāÆ Coupons and promotions; price parity
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- 46. Skeptics: 30% of Americans
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- 47. Skeptics
ā¢āÆ Oldest of the groups
ā¢āÆ Predominantly male
ā¢āÆ Average education level
ā¢āÆ HHI: $100K or more
ā¢āÆ Feel no personal responsibility for changing
to positively impact the environment
ā¢āÆ More concerned about comfort and
convenience; ļ¬nd comfort in tradition
ā¢āÆ Respond best to a ļ¬nancial security/control
message
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- 48. Understanding the Absolutistic Thinker
(navy)
ā¢āÆ They value discipline, authority and purpose
ā¢āÆ āLife is a test in which I must prove myself worthy by upholding
strict moral codes and laws.ā
ā¢āÆ Canāt tolerate uncertaintyāneed clear, unambiguous answers;
seek intellectual security
ā¢āÆ Only answer to one ātrue authorityā making them hard to
persuade or inspire
ā¢āÆ Like to prove theyāre right
ā¢āÆ Hardworking and dutiful, humble, little expectation for personal
gain, work toward a common goal
ā¢āÆ Believe everyone has an obligation to work hard and that
business should take care of them
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- 49. Synthesis:
ā¢āÆ To reach the Skeptics/Individualistic-Absolutistic
Thinkers/Late Majority:
āāÆ Layer in sustainability messaging to existing traditional
brands, but donāt lead with it. Messaging should focus on
whatās in it for the consumer ā hype ROI and comfort
beneļ¬ts, if at all possible; connote how smart and powerful
he/she will feel for buying your brand
āāÆ Play on tradition, ābrand youāve always trustedā
āāÆ Must have price parity/discounts
āāÆ Must have Walmart distribution
āāÆ Be prescriptive
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- 50. Messages That Matter (Broadly):
ā¢āÆ Independence
ā¢āÆ Don't waste
ā¢āÆ Control
ā¢āÆ Comfort
ā¢āÆ Convenience
ā¢āÆ Economy
ā¢āÆ Health
ā¢āÆ Brand
ā¢āÆ Ingredients (food)
ā¢āÆ Recycled content and safety (non-food grocery items)
ā¢āÆ Energy eļ¬ciency and aesthetics (home improvement)
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- 51. Beyond Messaging:
Keeping consumers engaged and motivated
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Ā©2011 Shelton Group, Inc. Do not copy or distribute without permission.
- 53. The proper question is,
āHow can we create conditions
within which people will motivate
themselves?ā
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- 55. Thereās no universal way to motivate everyone.
That would be way too simple.
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- 56. The Challenges of Motivation:
Sometimes itās a people problem.
Sometimes itās a situational problem.
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- 57. People Problem A:
Intrinsic Versus Extrinsic Motivations
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- 58. Rewards are like an addiction.
Stop the reward. Stop the behavior.
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- 59. People Problem B:
Moral Licensing
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- 60. āBut I ate a salad for
lunch today!ā
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- 61. People who bought
energy-eļ¬cient washing
machines used them
more often.
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- 62. āI will switch my
lightbulbs, but I will not
sell my pickup truckā
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- 63. The Challenges of Motivation:
Sometimes itās a people problem.
Sometimes itās a situational problem.
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- 64. Situational Problem:
Itās just too big.
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- 67. i.e., instead of cleaning the
whole house, do a ļ¬ve-
minute room rescue instead.
- 68. Engineer quick wins to
build conļ¬dence and keep
momentum high.
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Ā©2011 Shelton Group, Inc. Do not copy or distribute without permission.
Ā©2011 Shelton Group, Inc. Do not copy or distribute without permission.
- 69. Strategy 2:
Script the critical moves.
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- 70. You canāt just tell people to
be healthier. You have to tell
them exactly what to do.
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- 71. How Most People Think Change Happens:
Analyze > Think > Change
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- 72. How Change Really Happens:
See > Feel > Change
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- 73. To create behavior change, you must ā¦
ā¢āÆ Harness enthusiasm and minimize resistance
ā¢āÆ Engage logic and engage emotion
ā¢āÆ Deļ¬ne a collective long-term vision and deļ¬ne immediate steps
for individuals
ā¢āÆ Move people from automatic behaviors and shift them to
conscious decisions
ā¢āÆ Remove big barriers and celebrate small wins
ā¢āÆ Communicate systemic beneļ¬ts and progress and recognize
personal beneļ¬ts/help consumers create a new
āsustainabilityā identity
ā¢āÆ Praise the eļ¬ort/build on strengths and not focus only on results/
expect failures along the way
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- 74. Putting All of This Into Practice
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- 76. Initial Request:
We must get Americans to understand the
importance of water conservation.
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- 77. Ah-hah!
Wake Actives and Seekers up to their automatic
behaviors around water so they can make conscious
choices;
Identify the moment when using water becomes
wasting water.
Ā©2011 Shelton Group, Inc. Do not copy or distribute without permission.
- 79. Initial Request:
Georgia-Paciļ¬c
Create an umbrella theme that tells GPās sustainable
forestry, manufacturing and design stories.
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- 80. Ah-hah!
Give consumers a āpermission slipā to buy the quality
convenience products they want to buy anyway.
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- 81. Initial Request:
American Solar Energy Society
Build an energy literacy campaign to combat
campaigns from the coal and gas industries.
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- 82. Ah-hah!
Create a national solar movement that allows
Americans to aļ¬ordably express
their support for solar
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- 88. Initial Request:
Vectren
Combat consumer perception that weāre an expensive
utility in an ivory tower and build a brand based on
conservation.
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- 89. Ah-hah!
Tell the truth. And wrap that truth in endearing humor,
delivered at the point of pain.
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- 93. As you market to the Mainstream Consumer,
remember this:
ā¢āÆ Itās not about the planet
ā¢āÆ Jargon and packaging innovations can hurt you more
than help you
ā¢āÆ Price and performance have to be the same or better
than conventional products
ā¢āÆ It IS about understanding the target consumer,
connecting with her personal values are, and creating
conditions within which she can stay motivated/
engaged
Ā©2011 Shelton Group, Inc. Do not copy or distribute without permission.
- 95. Thank you!
Suzanne Shelton
865.524.8385
sshelton@sheltongrp.com
Ā©2011 Shelton Group, Inc. Do not copy or distribute without permission.