Conference Recap: Branding for Sustainability
Submitted by Shannon on Wed, 09/17/2008 - 22:26.
We recently attended Branding for Sustainability, a workshop presented by branding firm BBMG, online news provider CSRWire, and strategy consultancy SustainAbility. Hosted by NaturalPath Media partner Ode Magazine,
the conference focused on developing successful corporate social
responsibility (CSR) branding strategies. Moderator and Ode Magazine
Editor-in-Chief Jurriaan Kamp introduced a dynamic panel that included
UC Berkeley Haas School of Business Professor Kellie McElhane, BBMG
Founders and Principals Raphael Bemporad and Mitch Baranowski, and
SustainAbility representative Chris Guenther.
For many companies, the branding and marketing of CSR programs are as valuable as the concrete CSR initiatives. The panelists discussed a recent shift from consumer-driven CSR marketing to "branding as being," a strategy that recognizes the needs and aspirations of a values-driven human being, rather than of a consumption-driven consumer. Responding to questions about the economic downturn's effect on corporate sustainability departments, panelists agreed that the economic incentives attached to practical CSR will help ensure its continued growth.
The success of a CSR branding campaign is largely influenced by its timing and scale. Discussing Gap's CSR initiatives, Gap Senior Director of Strategic Planning and Environmental Affairs, Kindley Walsh Lawlor, cited the company's incremental steps towards social and environmental sustainability. Interestingly, Gap subsidiary Banana Republic has quietly been insituting major changes to its product line, transitioning to fair labor practices and organic fibers. When asked why Banana Republic has lacked a green marketing push, Walsh Lawlor iterated a theme echoed by other panelists and attendees - that CSR branding is far from an overnight process.
Gap and others who prioritize the development and maintenance of a CSR strategy before the debut of glitzy marketing campaigns usually garner greater public support from a growing pool of conscious consumers. As evidenced by the panelists' experiences, it makes sound business sense to mix lofty aspirations with concrete goals. Such an approach allows companies to reimagine their performace metrics by applying the triple bottom line, while building social community around a branded product.
In sum, CSR branding campaigns should serve as platforms and vehicles for advancing social and environmental best practices and products, and not as substitues for real corporate sustainability. With a growing number of stakeholders in the CSR branding arena, it is likely that responsible branding will move closer to functioning as a business imperative.
For many companies, the branding and marketing of CSR programs are as valuable as the concrete CSR initiatives. The panelists discussed a recent shift from consumer-driven CSR marketing to "branding as being," a strategy that recognizes the needs and aspirations of a values-driven human being, rather than of a consumption-driven consumer. Responding to questions about the economic downturn's effect on corporate sustainability departments, panelists agreed that the economic incentives attached to practical CSR will help ensure its continued growth.
The success of a CSR branding campaign is largely influenced by its timing and scale. Discussing Gap's CSR initiatives, Gap Senior Director of Strategic Planning and Environmental Affairs, Kindley Walsh Lawlor, cited the company's incremental steps towards social and environmental sustainability. Interestingly, Gap subsidiary Banana Republic has quietly been insituting major changes to its product line, transitioning to fair labor practices and organic fibers. When asked why Banana Republic has lacked a green marketing push, Walsh Lawlor iterated a theme echoed by other panelists and attendees - that CSR branding is far from an overnight process.
Gap and others who prioritize the development and maintenance of a CSR strategy before the debut of glitzy marketing campaigns usually garner greater public support from a growing pool of conscious consumers. As evidenced by the panelists' experiences, it makes sound business sense to mix lofty aspirations with concrete goals. Such an approach allows companies to reimagine their performace metrics by applying the triple bottom line, while building social community around a branded product.
In sum, CSR branding campaigns should serve as platforms and vehicles for advancing social and environmental best practices and products, and not as substitues for real corporate sustainability. With a growing number of stakeholders in the CSR branding arena, it is likely that responsible branding will move closer to functioning as a business imperative.
