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1、SustainableContents.Introduction.1.UN Decade of ActionContacts.Contacts.34Executivesummary.The key to sustainable marketing lies in advocating for and adopting circular principles in every aspectof the discipline.Based on the findings of our study,the circular marketing&growth frameworkis designed t
2、o reimagine marketings role withinthe business and in society,to help make marketingpart of the solution.Our approach.1.WFA The Big Debate(highlights)2.WFA Sustainability and Marketing Report5Leaders and experts who informed this initiative.Conny BraamsFabrice BeaulieuJane WakelyCheryl GohLex Bradsh
3、aw-ZangerChris LeongCristina DiezhandinoFeyza TamerMark van ItersonRajaRajamannarClara LeePreeti SrivastavJohan WickmarkArjan DijkPonz PandikuthiraKresse Wesling CBEJohn SchoolcraftCharmian Love6Our global community.7Global quantitative sample.Respondent split across the world.Respondent split acros
4、s functions.18%63%MEA9%AmericasEuropeAPAC10%56%Marketing16%Other*5%PR/Comms5%Insights6%Strategy6%Sustainability/CSR6%Media/Digital8Are we closing the gaps?Conny Braams,Chief Digital and CommercialOfficer,Unilever9Many companies are stepping up.2But we need to go further and faster.1.WFA Sustainabili
5、ty and Marketing Report2.WFA Planet PledgeMarketing has the opportunity to put itself back in the driving seat of business performance.Brand leaders and CMOs are perfectly placed to connect their insights with consumer demand for sustainability to drive brand growth and subsequent business performan
6、ce.We have the imperative and the unique skillset to lead this era of transformationbut we are currently moving too slowly and lack the necessary ambition.104%3%25%38%29%4%11%39%35%10%At company level Marketing functionTwo years on,brand owners have a better understanding of the challenges they face
7、.But the marketing function is still lagging.“Marketing and Sustainability:Closing the Gaps(WFA 2021 report)5%4%4%10%31%39%37%45%10%15%“Sustainable Marketing 2030”(WFA 2023 report)11Overall consumer engagement withclimate issues remains strong.of people are actively changing their behaviour1.Kantar
8、Research,Global Monitor 2.Kantar Research,Global Issues BarometerBut the intent-to-actiongap remains.47%13%97%79%Hannah Harrison,Chief Sustainability Officer,WPP3.Kantar Research,Sustainability Sector Index4.WFA Sustainability and Marketing Report12say it is businesses responsibility to solve climat
9、e and environmental issues1say organisations should stepup when governments fail tofix societys problems2would sell their investmentif a company does notsufficiently address ESG issues368%employees49%investorsBravery and transparency in communications are key.82%89%90%89%Pressure and scrutiny now co
10、me from multiple stakeholders.1.Kantar research,Global Issues Barometer2.Gartner For Employee Experience and Retention,Address Sociopolitical Issues3.PwCs 2021 Global investor survey:PwC1364%peopleIts our responsibility.We have the right skills.Its time for marketing to step up.93%93%14With opportun
11、ity comes challenge.15Biggest opportunities propellingthe transition towards sustainability.Top opportunities.Expand marketings opportunities in the value chain57%Capitalise on consumeractivism towardsa sustainable lifestyleDrive talentacquisition and retention Premiumisation(superior productquality
12、andexclusivity)Costsavings Something else55%54%46%44%33%31%23%18%2%16Challenges preventingtransition towards sustainability.Norobust andtransparent wayofmeasuring progressSomethingelseSustainabilityinitiatives led in silos/adjacentto marketingConflictwithcurrent business strategy and prioritiesDiffi
13、culty toorganise for,andimplement,cross-industry initiatives Staying ontopof regulation discussionsand knowing howtoact onthemSustainabilityclaims not backed by action leading to greenwashingand other criticismNo/poorindustry consensus,norms,andregulations35%35%35%32%6%30%30%28%26%25%23%22%Top chall
14、enges.17Different themes areemphasised across regions.North America.Marketing is slightly laggingbehind;opportunity to educate internally and externallyLATAM.Challenges on conflictingbusiness priorities and buildinginternal confidenceplans conflict with current business strategy and priorities(37%vs
15、 28%globally).The marketers in the region need help to make the business case internally.Marketers feel more strongly that they need to havetheir housein order before communicating externally(60%vs 43%globally).The need to equip marketing teams with knowledge,skills and tools is more keenly felt(65%
16、vs 57%globally).Europe.Lack of P&L policies and internal resource are key challenges18Middle East.Strong marketing integration;concerns on cross-industry collaborationAfrica.Positivity and action,but knowledge and skillsgap highlightedAPAC.Premiumisation alongsidecost savings are the opportunities;t
17、op challenge is sustainability silosSustainable transformation willrequire local nuance in execution.195 key framing principles to drive progress.20Circular Marketing&Growth:our industry,reimagined.21Circular marketing&growth:our industry,reimagined.22Circular marketing&growth:shifting from a linear
18、 toa circular discipline.From.To.SourceManufactureUseDisposePurchaseSourceManufactureUseDisposePurchase1.Ellen MacArthur Foundation:Circular economy principles23Circular marketing&growth:the framework.ValueRedefinedFrom a solely financial lens to a more integrated view of success that accountsfor en
19、vironmental and societal impactalongside financial metricsCreativityintoActionFrom sustainability as a separatecommunication strategy tosustainability communicationsgrounded in actionTransformative RelationshipsFrom exchange-basedpartnerships with limited impactto transformative relationships intern
20、ally and externallySustainability FirstFrom sustainability as a stand-alone strategy to sustainability as an integral part of business ambition and practiceRadicalInnovationFrom sustainable innovation as anincremental,tactical opportunity to astrategic transformation opportunitythat future-proofs th
21、e business.24Visual example.Circular marketing&growth:how we report performance on marketing levers.AdvancedStarterInactive2%Marketing functions progress on sustainability journey10%10%37%Attribute:Good understanding of broader value chain49%47%4%2%39%38%78%StarterAdvanced25We will report on 21 attr
22、ibutes across the 5 levers.Sustainability FirstRadical InnovationTransformative RelationshipsShortened attribute descriptions.For the purposes of simplicity,shortened description of each attribute has been displayed in this report.Please see appendix for full descriptions.Creativity into ActionValue
23、 Redefined26Sustainability first.Sustainability strategies will have limited impact if treated in isolation.30%Confirm that sustainabilityas a siloed function is a key challenge to achieving the sustainabilityagendaBrand contribution clearly statedBrand drives sustainable actionGood understanding of
24、 broader value chainPrioritise long-term sustainable impact over short-term financial gain25%74%25%74%38%78%17%58%Please refer to page 25 for detailed explanation on the data analysis and reporting methodology.27Sustainability first.Resources,capabilities andinsights as enablers.38%78%Please refer t
25、o page 25 for detailed explanation on the data analysis and reporting methodology.28Good understanding of broader value chainInsights into sustainabilitystrategyProfiling&TargetingForesight&TrendsSustainability segmentsintegratedacross alldata sources to haveone holisticviewMeasurementRadical innova
26、tion.Innovation is key to making the leap we desire.Mastercard and Doconomy collaborate to combatclimate change and enable consumers to make theright choices,with a“free and easy-to-use mobilebanking service that lets users track,understand andreduce their CO2 footprint through carbonoffsetting.”1.M
27、arketing can have two major impactswith radical innovation.15%49%18%55%1.Mastercard and Doconomy Launch the Future of Sustainable PaymentsPlease refer to page 25 for detailed explanation on the data analysis and reporting methodology.29Radical innovation.Internal barriers.16%54%Please refer to page
28、25 for detailed explanation on the data analysis and reporting methodology.1.Infarm:A vision for the future30In-store vegetable farms:a new businessmodel example.Creating environmentally-friendly food systems.The produce is grown in store in smart,modular farms,monitored through cloud-basedtechnolog
29、y.There are 1,850+stores worldwide,that have 30+partnerships with the worlds topretail chains.1.3 pillars to design out waste.Method.For example,for packaging:say they focus on sustainable innovation in disposal/waste phase(downstream)74%Marketerssay they focus onsustainable innovation in manufactur
30、ing(upstream)47%MarketersUpstream innovationDownstream innovation1231.Ellen MacArthur Foundation:Upstream Innovation2.Ellen MacArthur Foundation:Design out wasteSignificantopportunityexists in upstream innovation131Transformativerelationships.We need to switch from exchange-basedpartnerships to tran
31、sformative relationshipsfor rapid and scaled impact.1.UN SDG partnership guidebook2.Inspired by the UN SDG partnership distinction as featured in the UN SDG partnership guidebookFigure 3.From Exchange to Transformative Partnerships322.1.Present.Comfort ZoneLimited Impact,Limited RiskTraditional Exch
32、ange PartnershipsTransformational PartnershipsTransformational PartnershipsFuture.Outside Comfort ZoneHigh Impact,High RiskTraditional ExchangePartnershipsBy rethinking who we collaborate with and how we work with our partners,wecan increase and accelerate impact.Aligning goals and values withimmedi
33、ate value chain partners.Broader collaboration for broader impact.Transformativerelationships.Example:The Gigaton PPA Program212%41%22%54%2.Walmart&Schneider Electric Collaboration to help Suppliers Access Renewable Energy1.UN SDG partnership guidebookPlease refer to page 25 for detailed explanation
34、 on the data analysis and reporting methodology.33Marketers are well positioned to play a pivotal role in unleashing value across the value chain.3Unlock business-andbrand-buildingopportunities-Change behaviourat mass scale-Credible claims&actions-Narratives to build the brand-Untapped growthopportu
35、nities1Align understanding,vision,value creationopportunities withother functions2Explore how thespecific externalrelationship deliverson the aligned visionand planMarketingOther businessfunctionsExternal partnersTransformativerelationships.23%59%Please refer to page 25 for detailed explanation on t
36、he data analysis and reporting methodology.34Our research shows significant willingness to collaborate across the marketing industryto buildbuild ourour capabilitiescapabilities and toto taptap intointo collective collective intelligenceintelligence withwith case studiescase studies andandinsightsin
37、sights.We also hear a strong desire for industryindustry-aligned standardsaligned standards andand guidelinesguidelinesonon measuringmeasuring impactimpact.Equipped with skills&toolsEquip marketing teams with skills and tools to deliver a high-impact sustainability strategyAccess to InsightsInsight
38、on how to drive growth more responsibly for faster progress on sustainabilityAccess to case studiesAccess to sustainability and marketing case studies to inspire actionIndustry-aligned impact reportingIndustry-aligned way of measuring and reporting carbon impact for media&productionIndependent measu
39、rement&reportingCommitment to independent measurement and benchmarking of business impact57%51%47%46%45%Transformative relationships.35Creativity into action.Pride in sustainable storytellinghas grown since 2021.But,Starters lag behind on keycommunications metrics.Example:Ikea Black Friday campaign1
40、26%71%24%70%1.Ikea:Buy something usedPlease refer to page 25 for detailed explanation on the data analysis and reporting methodology.36IKEA launched the service CIRKULR,a platform for circular sales,upcycling and resale of used furniture.The worldwide launch was both about inspiring consumers to sel
41、l their used furniture back to IKEA,giving them a second life,and to inspire consumersto try something new by buying something old.The risk of greenwashing necessitates communication rooted in value chain reality.Certain Oatly products have carbon emission per kg on pack,basing their claims on a lif
42、e cycle assessment approach but covering stages from farm to shop,not the products full lifecycle.Capturing the full footprint at every stage of the product lifecycle stage i.e.store to home or at disposal is stilla challenge.Oatly are not letting perfect stand in the way of progressive messaging an
43、d climate action by choosing to talk about what they can robustly measure and owning why they cant measure the rest.1.Companies purposely keeping quiet about their sustainability goals,even if they are well-intentioned or plausible,for fear of being labelled greenwashers.2.Oatlys Climate FootprintCr
44、eativity into action.Please refer to page 25 for detailed explanation on the data analysis and reporting methodology.23%60%31%73%37Embed sustainability at the heart.Be constructiveUnderstand your audienceGet emotion rightBe relatableBe authenticCreativity into action.11%51%Please refer to page 25 fo
45、r detailed explanation on the data analysis and reporting methodology.38Valueredefined.Redefine success.Embed new metrics in decision-making.17%58%10%44%39ManufacturedCapitalFinancial CapitalNatural CapitalSocial CapitalHuman Capital1.https:/www.forumforthefuture.org/the-five-capitalsPlease refer to
46、 page 25 for detailed explanation on the data analysis and reporting methodologyExample:Five Capitals Model from Forum for the Future1Make it personal.Create one trusted approach.Valueredefined.Diageo have created a clear link and direct accountability for ESG commitments with their senior managemen
47、t community by incentivising every senior leader to make progress on their ESG agenda.The ESG measure comprises four goals reflecting their Society 2030:Spirit of Progress goals and each goal is weighted equally.Reduction in greenhouse gas emissionsImprovement in water efficiencyNumber of people who
48、 confirmedchanged attitudes to the dangers of underage drinking,after participating in a Diageo supported education programmeInclusion and diversity metric(one measure on%female leaders globally,and another measure on%ethnically diverse leaders globally)12%42%18%53%1.Diageo Society 2030:Spirit of pr
49、ogressPlease refer to page 25 for detailed explanation on the data analysis and reporting methodology40Example:Diageo Society 2030:Spirit of Progress1Whats next?By equipping readers with the knowledge in this report,we hope to empower marketerswithin and beyond WFA membership to engage in meaningful
50、 internal and externalconversations to drive positive change for both their business and the planet.To continue the journey,you can:-Sign up to WFA newsletter to find out more about the work of WFA across the ESG agenda.-Sign up to WFA Planet Pledge and enable your brand to be part of the solution t
51、o the climate crisis.-Join WFA and Kantar at a series of Sustainable Marketing 2030 webinars and events-Contact Kantar to arrange an organisation-specific benchmark.41About Kantar.About WFA.42Appendix.43Benchmark attribute list.Shortened attribute descriptionsBrand contribution clearly stated Brand
52、drive sustainable action Good understanding of broader value chainPrioritise long-term sustainable impact over short-term financial gainFull attribute descriptions44World Federation of AdvertisersLondon,Brussels,Singapore,New Yorkwfanet.orginfowfanet.org+32 2 502 57 40twitter wfamarketers compliance
53、 policyThe purpose of the WFA is to represent the interests of advertisers and to act as a forum for legitimate contacts betweenmembers of the advertising industry.It is obviously the policy of the WFA that it will not be used by any company tofurtherany anti-competitive or collusive conduct,or to e
54、ngage in other activities that could violate any antitrust orcompetition law,regulation,rule or directives of any country or otherwise impair full and fair competition.The WFA carriesout regular checks to make sure that this policy is being strictly adhered to.As a condition of membership,members of
55、 theWFA acknowledge that their membership of the WFA is subject to the competition law rules and they agree to comply fullywith those laws.Members agree that they will not use the WFA,directly or indirectly,(a)to reach or attempt to reachagreements or understandings with one or more of their competi
56、tors,(b)to obtain or attempt to obtain,or exchange orattempt to exchange,confidential or proprietary information regarding any other company other than in the context of abona fide business or(c)to further any anti-competitive or collusive conduct,or to engage in other activities that couldviolate a
57、ny antitrust or competition law,regulation,rule or directives of any country or otherwise impair full and faircompetition.Please note that the recommendations included in this document are merely meant as suggestions orproposals.They are not binding in any way whatsoever and members are free to depart from them.