Any consumer products firm hoping to reduce its environmental impact confronts this challenge: the footprint is mainly determined by what clients do with your merchandise, not everything you do right. In Unilever, almost 70 per cent of the greenhouse gas effect of our products happens when customers use them to wash their own hair do their own laundry.
The achievement of the Unilever Sustainable Living Strategy — our plan for sustainable, equitable growth, tied to 50+ time-bound goals we have set for ourselves depends on outside factors such as these, where we all just have as much influence. While we could push the energy and water intake of our factories right, a totally different strategy is necessary to reduce the greenhouse gas effect of our goods across their lifecycle.
Luckily for us, we participate directly with customers throughout our brands, and it’s these brands that have enormous potential to become change agents. Since the famous environmentalist Jonathon Porritt claims:” Brands are a lot better positioned to narrow this terrifying values-action’ gap that politicians need to face (where voters say something and immediately do some other) and therefore are more trustworthy precisely since they’re so obviously in the business of earning money from doing the ideal thing.”
This stage is exemplified by our Lifebuoy soap brand, which spearheads our efforts to reduce youth mortality during the easy action of handwashing at crucial hygiene minutes through the day. Handwashing advertising is a very cost-effective intervention: a $3.35 investment in handwashing brings the same health benefits as an $11 investment in latrine building, a $200 investment in-home water source and also an investment of tens of thousands of dollars within immunisation.
But it’s how this brand is important to our business’s future expansion that provides NGOs and authorities with the assurance our handwashing programmes aren’t flash-in-the-pan philanthropy. In terms of customers, as our International Social Mission Director for Lifebuoy, Myriam Sidibe, pointed out recently on this site, “with local brands which people understand and trust could actually be among the comfiest and readily accepted methods to educate them about a subject like hygiene”.
Brands maybe even more powerful agents for change once we understand how folks use goods, and what values, customs or motives influence this usage. We synthesized our personal wisdom and expertise for a marketing firm with opinions from experts from amateurs to professors and people out meeting the men and women who cook, wash and clean with our products daily. The outcome was Levers for Change, a pair of fundamentals introduced together in a fresh strategy we think may increase the likelihood of achieving sustained behaviour change:
The five levers are:
Ensure it is known. Do people know about the behaviour, and do they think it’s pertinent to them? This lever is all about increasing awareness and encouraging approval. Lifebuoy soap’s-germ’ demonstration employs ultra-violet mild to help kids realize that washing hands with water alone is not good enough to eliminate invisible germs.
Ensure it is simple. Do people understand what to do and feel confident doing this? Could they see it fitting in their lives? This lever is all about confidence and convenience. In many regions of the Earth, laundry is washed by hand, however, it’s typically in those states that water is rare. Our Comfort One Rinse cloth purifier just takes one bucket for scratching, maybe three. However, it required live presentations and samples, but not only TV advertisements, to establish customer confidence that a bucket of water has been actually all that was required for successful rinsing.
Help it become desired. Is Will doing so new behaviour fit with their real or aspirational self-image? Does this fit with the way they relate to other people or wish to? We’re social creatures, and we are apt to emulate the lives and customs of people we admire and follow societal norms. Recycling has reached a tipping point in certain countries because the tote or box away from the home is so observable. To handle infant mortality, Lifebuoy taps into the want of new moms to be fantastic mother, also to be viewed that way by others.
Ensure it is rewarding. Do folks know when they are performing the behaviour right? Can they get some kind of reward? This lever is all about displaying evidence and pay-off. Our Suave shampoo brand encourages individuals to switch off the shower whenever they lather their own hair and revealed how households can save around $150 annually by cutting their energy bills.
Make it a habit. After people have made a switch, what do we do to keep them doing this? This lever is all about strengthening and reminding,’ refreezing’ individuals in their new customs so that they will become unconscious again. Lifebuoy’s handwashing campaigns operate for no less than 21 days and contain quizzes, songs and posters to promote repetitive behaviour.
Employing those five levers, entrepreneurs possess an unbelievable chance to positively shape the lives of customers and their influence on the rest of the planet. However, can brands do all of it? We’d argue no. Whilst brands are perfectly positioned to handle a few of those five levers, for example, “M, ake It excruciating,” they could battle to handle others alone since there are so many facets whthatre out of their control. It’s problematic for a brand to make recycling easy, as an instance, if there’s not any recycling infrastructure for a user to use. In the same way, while we have attempted to make the situation to clients that shorter showers may save money, it’s a difficult sell because customers’ energy bills are hard to comprehend, and it is not clear to them exactly what kinds of activities cost them the most money.