1、Why marketing must lead the new wave of corporate sustainable transformationMarketing a Better FutureA dentsu and Kantar Special Report on Corporate Sustainability/January 2023Kaveh ZahediDeputy Executive Secretary United Nations Economic and Social Commission for Asia and the Pacific 2Marketing a B

2、etter Future“Time is running out.Right now,at the current pace,without raising ambitions,without acceleration,this region is not set to achieve any of the sustainable development goals by 2030.”21Marketing a Better FutureThe time is nowAsia Pacific is projected to become the worlds wealthiest region

3、 by 2030.Within the next decade,55%of upper middle income and above households will call Asia Pacific home,contributing to half of global consumption growth1.Much of this will be driven by rapid digitalisation,with Southeast Asias internet economy alone forecast to reach US$1 trillion by 20302.But,a

4、s things stand,the Asian Century is coming at a very huge cost.Development and modernisation are driving massive leaps in consumption.Our living reality in Asia Pacific is such that our populations are at the frontline,and we disproportionately bear the risks climate change will have on the environm

5、ent,society,and the economy.The most recent Intergovernmental Panel on Climate Change(IPCC)report called for the halving of global emissions by 2030 and for the first time ever,highlighted the need for demand side-mitigation strategies3,recognisingthat wide scale human behaviour change has a major r

6、ole in reducing carbon emissions.Strategies mentioned include shifting towards sustainable consumption(this includes dietary shifts),longer lived or repairable products,and fundamental lifestyle shifts to how we travel and power our homes.At the same time,consumers are more vocal in asking for susta

7、inable products and services from businesses.89%recognise that changing the way they live can positively impact climate change4.Marketers are aligned based on a global study conducted by the World Federation of Advertisers(WFA),80%of marketers named“Sustainability”as being the most important topic i

8、n five years time.The majority(76%)are also open to the opportunities to innovate and create competitive advantage that the process of fulfilling a companys sustainability ambitions opens up5.As the business key consumer-facing division,the significance of marketing and marketers as agents of change

9、 in business and in society is beyond question.Against a backdrop of monumental forecasted growth,in a region that houses many of the worlds most innovative,disruptive companies,Asia Pacific marketers are at a nexus of need and opportunity.There is a clear imperative for brands to move beyond“do les

10、s harm”3Executive SummaryMarketing a Better Future“If I learned that the products or services I use are damaging the environment,I would stop using those products or services.”89%“Companies can help people have a positive impact on the environment through their business operations and manufacturing

11、processes.”91%“By changing the way I live,I can positively impact climate change.”89%4Executive SummaryIn Asia Pacific,consumers not only report a willingness to boycott products or services that damage the environment,many are positive about business role in helping them“green”their consumption beh

12、aviour6.Marketing a Better FutureEven amid concerns around inflation,war and instability,consumers still care about climate issuesAccording to Kantars latest Global Issues Barometer,climate issues remain a key concern for consumers.Nearly 60%of consumers globally say that they experience eco-anxiety

13、 which is driving increased consciousness and desire for action7.5Executive Summary35%28%35%25%17%41%36%26%27%19%EconomyClimate issuesWarSocial problemsWork,Pay,UnemploymentWave 2Wave 3Some of the big issues that consumers think something needs to be done aboutKantar Global Issues Barometer(survey:1

14、9 countries,Wave 2,April 2022,Wave 3,Sep 2022)Marketing a Better FutureBut against the tide of consumer preferences and corporate purpose,two jarring disconnects remain6Dentsu and Kantars collective work in sustainability over the past five years has identified two fundamental paradoxes in sustainab

15、le transformation today:Disconnect 1:The consumerintention-action gapKantars 2022 Sustainability Sector Index reveals that 98%of Asia Pacific consumers are prepared to take action to live a more sustainable lifestyle.Yet,many struggle to practice sustainability in their daily lives with just 17%sayi

16、ng that they are actively changing their behaviour.58%continue to find it really hard to tell which products are good or bad ethically or for the environment.Despite eagerness for change and a lack of information and transparency,competing considerations and rising costs are preventing consumers in

17、Asia Pacific from choosing sustainable options in their daily lives.Disconnect 2:The organisational intention-action gapWhile marketers overwhelmingly quote purpose as their motivation to make sustainability central to their proposition,our research has uncovered tactical and fundamental barriers th

18、at hinder them from taking on meaningful sustainable leadership.Logically,the marketing functions role is as the originator of differentiating innovation rooted in consumer requirements,internally and at the category level.But being under pressure to deliver short-term,sales-centred KPIs,and with ma

19、ny operating in an environment lacking sustainability capabilities and organisational clarity,the function is unable to fully deliver.6Executive SummaryMarketing a Better FutureThe role of marketing to lead sustainable transformation is loud and clearThis report reveals ascaled overview of where bra

20、nds and marketers across Asia Pacific are currently focusing their sustainability efforts.It also illuminates the key initiatives that marketers must adopt now to set the building blocks for a sustainable future for the planet and empower businesses to unleash the level of innovation and momentum re

21、quired to advance their sustainability transformations at speed.These are:Sustainability is overwhelmingly driving consumer choice,and as the urgency to act intensifies,expanding the role of marketing to become more transformational will become a prerequisite for sustainability innovation in Asia Pa

22、cific.This report will help marketers consider how their actions will be at the forefront of shaping and generating growth that serves the 3Ps-people,planet,and prosperity.Growth from good.To centralise the role of marketing in the business sustainability transformation and allow the function to dri

23、ve innovation internally and externally1To focus sharply on behaviour change,addressing the fuels and frictions in promoting sustainable lifestyle shifts3To translate sustainability objectives into departmental objectives,with tailored KPIs that link marketings activities back to broader objectives2

24、To expand the definition of the stakeholder to include the well-being of all people and the planet,and embed purpose across the business portfolio and all touchpoints47Executive SummaryMarketing a Better FutureMarkets covered:Singapore,Malaysia,Thailand,Indonesia,China,Taiwan,Hong Kong,Australia,New

25、 Zealand,India,Vietnam,PhilippinesMethodology88Studies:Kantar Asia Pacific Sustainability Sector Index 2021/2022,Kantar Global Issues Barometer 2022,The Rise of Sustainable Media by Dentsu Media and Microsoft Advertising 2021,dentsu x Kantar Marketing a Better Future Study 2022440+Documents and piec

26、es of research reviewed from publicly available data sources and reportsHours of statistical and cultural analysis to understand sustainability barriers and drivers among consumers and businesses100+Analyses of brands championing sustainability internally and externally30+Marketers surveyed across a

27、 mix of industries and seniority levels 71+10+Interviews with marketing and sustainability thought leaders across the regionExecutive SummaryMarketing a Better FutureOne destination,multiple journeysWe have aligned our definition of sustainability to the United Nations Sustainable Development Goals(

28、SDG).These 17 goals represent“a universal call to action to end poverty,protect the planet and improve the lives and prospects of everyone,everywhere”.While progress has been made,these are not advancing at the speed or scale required to achieve these goals.This is especially true for Asia Pacific w

29、here the region is only expected to achieve the SDGs in 2065 at the current pace,more than 30 years after the original 2030 deadline.This means the next decade will be even more critical as markets in Asia Pacific balance efforts to close the gap while investing in their own growth and development.C

30、limate change is further heightening the call for concrete and urgent efforts to ensure that todays development does not negatively affect future generations.Climate change is putting Asia Pacifics social and economic development at significant riskOver 57 million people wereaffected by extreme clim

31、ate disasters in 2021 alone,while over nine in 10 are currently suffering from the harmful effects of pollution.Considered the“worlds most disaster-prone region,”8Asia Pacifics extreme temperatures impact productivity and GDP annually of up to US$4.7 trillion9.As the impacts of climate change mount,

32、millions of vulnerable people face disproportionate challenges in terms of extreme events,health effects,food,livelihood and water security,as well as cultural identity.Climate change is not only an environmental crisis;it is a social crisis one that is growing in urgency.Understanding the culturall

33、y fragmented sustainability landscape in Asia Pacific9Estimated year to achieve the SDGs at the current pace in Asia and the Pacific,2017-20212320174.4%20199%202111.9%Progress2052 20572065APAC Sustainability LandscapeMarketing a Better FutureThe landscape of concerns10Air pollution3.7Improper dispos

34、al of hazardous3.7Water pollution3.5Greenhouse gasemissions3.5Rights at work and living wage3.3Access to jobs with a sufficient living wage3.1Increasing economic inequality2.9Lack of safe water3.0Ocean plastic and microplastic pollution2.9Child labour and worker exploitation3.0Plastic is important b

35、ut context differsIt matters in the context of tangible influence to peoples daily lives.For example,reducing ocean plastics and microplastics pollution resonate more when they are linked to verifiable results such as reduction in water pollution in markets like Indonesia.While in developed markets

36、like Singapore and Australia,consumers see recycling as a broader issue linked to reducing overall plastic consumption.Sustainability consciousness is not uniform across markets in our regionIn multiple studies,consumers in Asia Pacific have expressed high levels of climate change awareness and conc

37、ern.However,the appreciation of the urgency of the issue varies.Broadly,issues that are considered a priority are those that impact people on a personal level and communities.Sustainability concerns are linked to how much everyday lives are affectedThe top two consumer areas of concern being(#1)air

38、pollution and(#2)improper disposal of hazardous waste.This is especially true for those in the fragile frontline and pains of progress markets that have long borne the brunt of the devastating impact of climate change and pollution.Developed markets care more for broader,trans-national environmental

39、 and social issues such as greenhouse gas emissions and workers rights;while consumers in India,Indonesia,the Philippines,and Vietnam are focused on daily issues such as water pollution and extreme weather events unsurprising given Southeast Asias sea levels are rising faster than any other part of

40、the world.In fact,Myanmar,the Philippines,Vietnam,and Thailand were among the 10 countries most affected by climate-related disasters between the years 1999-2018.Top 10 issues consumers in APAC expect companies to tackle10APAC Sustainability LandscapeMarketing a Better FutureMany common big issues o

41、n environment across the markets with different local priorities on social issuesAPAC Sustainability LandscapeThe fragile frontlineDeveloping economies where many are exposed to the harsh realities caused by sustainability issuesPains of progress More resilience,but rapid economic development create

42、s challengesConcerned but cushionedRelative wealth enables engaging with issues at more conceptual level,less directly exposedRankIndiaIndonesiaPhilippinesVietnamMalaysiaThailandChinaSingaporeJapanKoreaAustralia1Air pollutionImproper disposal of hazardous wasteGreenhouse gas emissionsAir pollutionMe

43、ntal health issuesAir pollutionPhysical health issuesGreenhouse gas emissionsImproper disposal of hazardous wasteGreenhouse gas emissionsMental health issues2Water pollutionRights at work and living wagePovertyWater pollutionWater pollutionPovertyRights at work and living wageLack of clean,safe wate

44、rRights at work and living wageImproper disposal of hazardous wasteChild labour and worker exploitation3Greenhouse gas emissionsAir pollutionImproper disposal of hazardous wasteImproper disposal of hazardous wasteAir pollutionGreenhouse gas emissionsAccess to jobs with a sufficient living wageImprop

45、er disposal of hazardous wasteWater pollutionAir pollutionViolence against women11Marketing a Better FutureWhile eight in 10 businesses already have a sustainability framework in place,businesses can do more to connect with the issues that matter to consumersWhile climate change is global and feels

46、intangible,the interconnectedness of climate change with social issues means that vulnerable communities in Asia Pacific are already feeling the impact acutely.As poverty,hunger,pollution and other such tangible effects are felt locally,brands must unambiguously and sincerely demonstrate how their g

47、lobal sustainability initiatives positively influence these local experiences.Along with climate action and efforts to promote sustainable consumption,brands have a responsibility to deliver a just transition,while keeping in mind how the follow-on effects of their global sustainability initiatives

48、may affect local,vulnerable communities.Three in five align with the UN Sustainable Development Goals to guide their strategy(61%)but the issues they focus on are not necessarily the ones consumers prioritise in Asia Pacific which are rooted in issues that impact people directly11.12Sustainability I

49、ssueConsumer RankBusiness RankAir pollution111Improper disposal ofhazardous waste*2N/AWater pollution37Greenhouse gas emissions41Rights at work and living wage*52Access to jobs with a sufficient living wage*6N/AChild labour and worker exploitation*714Lack of safe water85Increasing economic inequalit

50、y*9N/AOcean plastics and microplastics pollution104References 12,13,14APAC Sustainability LandscapeMarketing a Better FutureAsia Pacific sustainability:sincerity and shortfallsThe path from ambition to action is not smooth.Across Asia Pacific,brands are buzzing at the idea of sustainability being th

51、e new frontline.The majority acknowledge the appetite for sustainability leadership across Asia Pacific.92%of marketers we interviewed believe sustainability is very or extremely important16.130%Financial performance and value growth remain key drivers.Three-quarters of businesses we spoke to think

52、sustainability is necessary for continuity and value growth in the long-term(73%)and three in five recognise that consumer preference is shifting towards more sustainable choices(58%).However,beyond financial motives,two-thirds also believe sustainability is the right thing to do(65%)and many are fo

53、llowing up with concrete action15.Four in five organisations have made use of sustainability frameworks to outline and guide their sustainability strategy mainly using the UN SDG framework(61%).It is necessary for business continuity and growth in the long-term73%APAC marketers on why sustainability

54、 is Important We believe it is the right thing to do65%Consumer preferences are shifting towards more sustainable choices58%This will maintain our corporate reputation24%It has been set as a key agenda by our global office and so we have to adopt it17%By being known as a sustainable company/brand,we

55、 will be attracting the right talents15%It is required to meet government-set targets or regulations10%It helps us be seen as different from other companies/brands10%It will lead to cost-savings8%20%40%60%80%APAC Sustainability LandscapeMarketing a Better FutureIn practice,marketing lags behind othe

56、r divisions in driving the sustainability agenda in organisations14Progress of different business units in executing against the plan and measuring progressThe marketing function currently falls behind other divisions in driving sustainable business practices.While 51%of people in corporate strategy

57、 are already executing against their sustainability plan and measuring progress,only 34%in marketing report being at this stage of progress.So,what is holding marketing back?0%Marketing&Consumer Insights(34%)R&D(Product and Service)(39%)Corporate Affairs/Public Relations(44%)Corporate Strategy(51%)S

58、upply Chain(46%)100%Where each of these business arms are at in terms of driving towards sustainability in respondents organisationsAPAC Sustainability LandscapeMarketing a Better Future1515consider it a big challenge to get people to do what they say they are going to do56%44%are unsure of the cons

59、umer perspectives on their brands sustainable efforts nor if their customers see value in their sustainability promisehave done a fair bit of work on sustainability but feel challenged by their business on the progress and impact it really has38%cant translate what sustainability means for their bra

60、nd purpose and consumers31%concerned that their companys initiatives might be seen as inauthentic or greenwashing37%32%are not clear on the right metrics to assess the progress they have madeThese challenges stem from internal factors,such as a lack of clarity in the brands sustainability promise an

61、d in terms of quantifiable objectives and metrics.External factors such as uncertainty in how consumers interpretand value their brands sustainability promise are also a challenge.Exacerbating these challenges for marketers is the pressure to demonstrate a clear business impact arising from their su

62、stainability efforts.These challenges are ultimately underpinned by two fundamental paradoxes:the consumer intention-action gap,and the organisational intention-action gap.The top six challenges cited by marketers in Asia PacificMarketers face challenges in influencing behaviour,communicating value

63、and demonstrating a clear,positive business impactAPAC Sustainability LandscapeThe Dual DisconnectsMarketers are dealing with two key intention-action gap obstacles when it comes to being empowered to create meaningful positive impact and leading as sustainable change agents.One at the consumer leve

64、l,and one at the organisational level.Marketing a Better FutureThe Dual Disconnects1616Marketing a Better FutureWhat is the Intention-Action Gap?An intention-action gap(or“value-action gap”)occurs when people act in a way that contradicts or fails to support their values.The United Nations has defin

65、ed“closing the Intention-Action Gap”as crucial in overcoming the barriers to sustainable consumption.Difference between what peopleVALUEAnd what theyDOThe Dual Disconnects17Marketing a Better FutureDisconnect 1:The Consumer Intention-Action Gap18The most common challenge for marketers(56%)is convinc

66、ing consumers to put their money where their mouths are.Few people who report positive attitudes toward eco-friendly products and services follow through with their wallets.Multiple studies have shown that the problem is not one of apathy.However,levels of understanding around consumptions role in c

67、limate change and appreciation of the severity of the issue may be inadequate.In dentsus2021 Sustainable Media survey,between 14%and 59%of respondents across Japan,Australia,Singapore,India and China agreed with the statement,”there is no climate emergency“.A further seven in 10 also feel that susta

68、inability is primarily the responsibility of businesses and governments(68%).Beyond a lack of quality education about climate change,the major factors driving consumers apparent inertia are rooted in basic economics:switching costs and the relative influence of multiple factors in the purchase consi

69、deration set.Consumers prefer to stick with brands they know.Over three in five people“cant be bothered”to try the sustainable alternative unless it is easy(62%)or dont want to risk trying something new(62%)24.With respect to purchase considerations,other“reasons to buy”often trump sustainability.Th

70、ree in four Asian shoppers think more about saving money than saving the planet.And looking beyond price;it is experience,comfort and convenience that are driving the perception of value.At the macro level,a pervasive,inescapable culture of consumption supports unsustainable business models and life

71、styles.Few businesses are successfully addressing overconsumption at the systemic level or re-orienting their business models to align with sustainability.18The Dual DisconnectsMarketing a Better Future19would change the products or services they use to help combat climate change89%would switch bran

72、ds to a greener alternative of the same product or service40%would switch away from the brands they have been loyal to or a favourite brand16%19Most consumers claim to be willing to switch out the products they use for greener alternatives but when asked about more specific actions,particularly in r

73、elation to their favourite brands,the numbers fall dramatically17.The Dual DisconnectsMarketing a Better FutureDisconnect 2:The Organisational Intention-Action GapWhile companies,marketers and even climate scientists see Marketing as being critical in creating the behaviour shifts needed for a susta

74、inable future,the function is not adequately resourced for,or granted the authority to,play a central role in driving a companys sustainability transformation,let alone to drive the deep,systemic innovation required to make a truly meaningful difference.There is an acknowledged capabilities gap in m

75、arketing.In the WFAs 2021 report on Marketing and Sustainability,skills,tools and capabilities was the top need identified by marketers(54%)as key to helping them achieve their sustainability ambitions.Marketers also feel challenged to show impact in a context where there is uncertainty around how t

76、o measure progress.A third of our survey respondents cited lack of clarity around”the right metrics to measure the progress we have made”as a major challenge,while almost 40%have done a fair bit of work on sustainability but feel challenged by their business on the impact it really has.At the same t

77、ime,41%of global marketers say innovation is most needed for them to meet their sustainability goals.The picture being painted points to a structural issue.With marketing held to sales KPIs and typically under pressure to achieve growth on a quarterly basis,the function is given neither the space,no

78、r the mandate to explore and drive innovation for sustainability.Without clear metrics and supportive KPIs,or the resources or jurisdiction to drive innovation,it is no wonder many struggle to deliver differentiating results and the demonstrate the value of a proposition built on sustainability.20Gi

79、ving my marketing team the skills,tools and capabilities to deliver a high impact sustainability strategyMarketers responses to the question,“which of the below would help your marketing organisation to achieve their sustainability ambitions?“18Internal commitments for efforts targeted at influencin

80、g consumers towards more sustainable choicesAccess to sustainability and marketing case studies to inspire my company,sector or the broader marketing industryInternal commitments to sustainability-oriented advertising or broader communications spendTo be part of a Global Promise for Marketing and Su

81、stainability to drive positive changeCommitment to an independent measurement of impact and benchmarking54%48%46%42%37%32%The Dual Disconnects“Sustainability focuses on ensuring the business is thriving and growing decades from now.We primarily focus on managing the business impact on customers and

82、society and climate change but marketing is held to strict and ambitious NPS and financial KPIs sustainability can positively impact these but it takes time and can be harder to measure.”Senior Marketer,APAC,Global MNCMarketing a Better Future21The Dual Disconnects“Sustainability is the lens through

83、 which we do business.Its core to our purpose and embedded in our values,strategy,and executive reinforcement.Its governed at the highest level.But Lack of understanding,skills or capability to execute on company strategy.Short term perspective driven by short term KPIs areconstraining innovation.”S

84、enior Marketer,Global Marketing Communications NetworkMarketing a Better Future22The Dual DisconnectsMarketing a Better FutureEven for the most eco-conscious of shoppers,when it comes to weighing up various reasons to buy,sustainability loses more often than it wins.This tension is,perhaps,most stro

85、ngly felt when we are confronted with the sustainability premium where the product alternative that is better for the environment or society comes at a higher price point.Armed with creativity and enabled by technology,marketers have the power to influence sustainable consumption and act as change a

86、gents driving awareness,educating consumers and greening behaviour.To do this effectively,they must be laser focused not only on activating the benefits of their sustainable products the fuels,but on eliminating the frictions that discourage purchase.And with purchase journeys being anything but lin

87、ear,marketers need to be vigilant about incentivising the“right choice”at every stage.Behavioural Science is an especially powerful tool for moving consumer intention into action.These techniques can precisely target barriers that stand in the way of sustainable consumption and gently nudge consumer

88、s in the desired direction.The key to success is applying these techniques with nuanced understanding of the complex set of socio-cultural and infrastructural factors that influence consumers individual choices and behaviour.And with our current ability to target audiences with precision,collect sig

89、nals and sequence messaging,we can now test behavioural science-based techniques at scale.Closing the consumer intention-action gap23Its time to reframe the role and influence of marketing in your sustainability strategy“In a region wheremarkers of progress and success may be in conflict with sustai

90、nable purchase choices and behaviours,how can marketers play a role in reframing what is desirable in society through the stories that brands bring,and also disrupt with innovative business models that can help new behaviours form more easily and at scale?”Trezelene ChanHead of Sustainable Transform

91、ation Practice,Kantar APACThe Consumer Intention-Action GapMarketing a Better FutureRemove the frictions and activate the fuels across the consumer journeyA pervasive and inescapable culture of consumption is bombarding shoppersSustainability often takes a back seat as consumers face an overwhelming

92、 number of alternatives and routes to purchase the cheaper,easier option.Their default tends to be whats been tried before or done before.Overcoming the intention-action gap requires marketers to position their brand choice as easy,meaningful and rewarding for consumers.Consumers prioritise their ne

93、eds in decisions they make.Sustainability initiatives by the brand need to address consumers needs and the planets simultaneously put consumers at the heart of innovation,not just the planet.Make it easySimplify jargon and reduce effort needed on consumers partHighlight the support your brand is off

94、ering to make a sustainable action(e.g.recycling).Show consumers how willing your brand is to partner to reduce effort for them.1MeaningfulCommunicate the benefits to individual&planetEngineer the sustainability benefit into the category that resonates with your consumers.Deliver superior benefit an

95、d align your proposition to consumers beliefs and values to build positive associations with your brand.2RewardingNudges and reinforcements that enable new habits to stickBrands to deliver nudges that reminds them why it is worth their while to stick at these new behaviours.Consumers need to clearly

96、 know what they are contributing to and feel a sense of accomplishment that will motivate them to continue with new habits.3The Consumer Intention-Action Gap24Marketing a Better FutureApplying Behavioural Science techniques to end-to-end customer experience design allows us to shape the conditions t

97、hat will urge consumers towards the positive choice at each step in their decision journey.2525Shape the context in which people make better choicesMOMENTEmploy behavioural triggers at the heart of valuable interventionsEXPERIENCEHelp people tangibly make better choicesACTIONBehaviour tracking metho

98、dology25The Consumer Intention-Action GapMarketing a Better FutureMarketing a Better Future26There are multiple behavioural science-based frameworks to choose from.Dentsu has framed 15 techniques for marketers to work with.The Consumer Intention-Action GapSocial ProofPresent BiasAppeal over DutyMess

99、enger EffectConcretenessPolitical AffiliationConsistencyMoral LicensingFresh StartSaliencyTrigger MomentsFoot in the DoorHabit FormationMake it easyPower of In GroupsMarketing a Better FuturePEOPLE AS THEIR WHOLE SELVESYour total audience:5m young adults who are potential gift buyersSelf-gifting or

100、gifting for othersAmbitious&driven in this new independent life stage.Motivated by sustainable living.PEOPLE AS BROWSERSPEOPLE AS BUYERSPEOPLE AS USERSThose looking for jewellery:3.6mActively looking for jewelleryLooking for inspiration everywhere.Sustainable sourcing not a key category driver.Emoti

101、ons rule over any rationale desire.Will act in a context that is the perfect foil for the action.Looking for inspiration to trigger transactionThose visiting your site:1.4mThose who have purchased:0.1mBuying long lasting pieces,not statement pieces so pride is importantEngaging experiences that help

102、 create a consistent,repetitive behaviour.Reward sustainable choices with VIP experiences.27Match the technique to the customers context to influence choice at every touchpointFresh StartUpweight communications at the new time periodsAppeal over duty:Position sustainability as desirable rather than

103、ethicalTrigger Moments:Stimulate action by creating a time,place or mood associated with the desired behaviourConsistency:Regular messaging that frames the desired behaviour so that it appears in line with existing motivationsThe Consumer Intention-Action GapGlobally,80%of marketers believe sustaina

104、bility will be the most important topic in five years time.76%see that there are opportunities to innovate and to educate consumers in the process of realising their sustainability ambitions.However,only 37%have sustainability as a component of their role description19.The Organisational Intention-A

105、ction GapThe Organisational Intention-Action Gap28Marketing a Better Future“Marketers are entrusted with translating their companys sustainability promise into profitable growth,being equipped with neither the education nor the tools to create a meaningful narrative,nor the jurisdiction to influence

106、 sustainable product or process development within their organisations.Without these,they face a gargantuan challenge in creating value through their sustainable efforts and in proving that sustainability pays off for the business.”Dominic Powers,Chief Growth Officer,dentsu Solutions,APACBusinesses

107、must centralise the role of marketing in their sustainability transformations now.The Organisational Intention-Action GapMarketing a Better Future29Marketing a Better Future“We want to do something about it,but theres a lack of budget to do so.”31%“Internal stakeholders resist the move because the P

108、&L and bonus will be challenged.”25%“We have done quite a fair amount in the space of sustainability but weve been challenged by the business on the progress/impact it has.”38%30A number of the challenges cited by marketers in our APAC survey highlighted the tension between the traditional definitio

109、n of their role and their ability to successfully drive their companies sustainability ambitions20.The Organisational Intention-Action GapReimagine the role of marketing with sustainability at its coreMarketing a Better FutureStart with clarity31are unsure of the consumer perspectives on their brand

110、s sustainable promise44%“We are not clear on the right metrics to assess the progress we have made”32%are not sure if their customers see value in their sustainability promise41%31While a lot is already being measured by organisations in relation to sustainability today,not enough is being measured

111、specific to marketing.The Organisational Intention-Action GapMarketing a Better FutureTie marketing goals to broader sustainability goalsThe most employed framework,the SDGs,are helpful in framing ambitious end goals but earnest effort must be made to translate rightfully lofty organisational-level

112、objectives into division-level objectives,KPIs and metrics.Arguably,a lot is already being measured by organisations in relation to sustainability today.The critical issue is that not enough is being measured specific to marketing.WFAs 2021 Marketing and Sustainability report found that approximatel

113、y 20%of marketing organisations globally are not measuring sustainability efforts at all.32The Organisational Intention-Action GapSource:Dentsu x Kantar Marketing a Better Future Study 2022Businesses must purposefully implement metrics to properly crystallise the link between marketings sustainabili

114、ty efforts and business outcomes.This will allow test and learn frameworks to be put in place for more effective decision-making around innovation directions and investment.Invest in consumer researchUnderstanding the extent of influence sustainability efforts and messaging have on consumers purchas

115、e decisions is an essential part of any test and learn regime.Establish an unambiguous finish lineAdopting a verifiable science-based target is vital for both internal clarity and alignment,and to be able to demonstrate sincerity(and avoid accusations of greenwashing).Benchmark at the industry or ca

116、tegory levelAnother issue is alignment across companies in the category.The WFA also found that among marketing organisations that were measuring sustainability efforts,measurements were not standardised.This means that organisations are not able to compare or gauge their efforts relative to others.

117、Marketers must coalesce via industry collectives such as Sustainable Brands to establish a clear sense of“what good looks like”.Marketing a Better FutureMarketing must have a mandate to innovate Make room for experimentation where marketing drives an outside-in approach to innovation.Knowing where t

118、o focus innovation efforts can be tricky.Mapping your carbon footprint and business areas in need of improvement to prioritise innovation spaces and future-proof your operations is imperative.But designating innovation in the areas that best answer consumers needs and wants an outside-in approach ca

119、n ensure that any achievements also drive growth.Crucially,using an outside-in approach will help companies identify new opportunities.This means reframing the market they operate in and considering their right to play in a wider set of categories.In this way,beyond product,marketing can drive busin

120、ess model change,seeding the conditions for long-term business continuity in the context of looming climate disruption.To do this,marketing must have the space and an adequate time horizon within which to experiment with bringing consumer preference-informed innovations to the market-to try,fail,and

121、 iterate in the process of achieving the companys sustainability objectives.Marketing can elicit incremental change by relying on communication-based efforts,but to fuel the sort of deep change that could result in a differentiating competitive advantage,let alone generate needle-moving progress for

122、 the planet,the function must have a mandate to innovate within the context of the companys sustainability transformation.33The Organisational Intention-Action GapMarketing a Better FutureMeaningful progress in sustainability requires an ecosystem level effort where businesses,consumers and civic so

123、ciety,policy makers and regulators,and capital providers,work in concert.Marketers must reframe their constituents to include ecosystem partners that co-own the sectors value chain and its carbon footprint.By positioning themselves as the focal point between the larger ecosystem,customers and their

124、company,they will be uniquely positioned to drive relevant,resonant,step-change innovation.For a truly meaningful impact,marketing must move out from behind corporate walls.Decarbonising Media and Advertising34Marketing a Better FutureThe mission of brands,platforms and agencies who are invested and

125、 passionate about making critical change should be to get society engaged and thinking about sustainability all the time.This means the relationship between brands and consumers must evolve and be broader than simply image and product.Businesses should use the power of advertising in bold,powerful a

126、nd positive ways.Anna Lungley,Chief Sustainability Officer,International Markets,dentsuDecarbonising media and advertisingGreening your own backyard is becoming strategically important.In joint research with Microsoft,dentsu identified that consumers are becoming more aware of the environmental impa

127、ct of advertising itself.Globally,61%view experiencing an ad as having a negative impact on the planet.This jumps to 72%in Asia Pacific,where the younger generation is even more aware of the impact.As a brand,taking leadership on these issues now encompasses action that includes greening the adverti

128、sing and media supply chain.Its a new frontline for growth,reputation,and loyalty.To do this,clear,effective,open measurement and communication will be vital across the media supply chain.Marketers must begin collecting credible,verifiable data on the true environmental impact of their media buys an

129、d ads and communicate this to their stakeholders and their consumers.Agencies and brands must work together to confidently demonstrate how sustainable ad campaigns will perform versus traditional campaigns.35There is a significant opportunity for APAC brands prepared to embrace sustainable media adv

130、ertising.Eight out of 10 APAC consumers say that in five years time they only want to be spending money with brands who practice green and sustainable advertising22.Decarbonising Media and AdvertisingMarketing a Better Future36Decarbonising Media and AdvertisingAlready,there are encouraging examples

131、 of where marketers and the industry have applied their creativity to address the climate emergency head on and as part of wider campaigns,for example:Pivoting digital spend to low/no carbon providers and shortening the journey from data centre to audience.Incorporating elements of search spend in p

132、latforms offering carbon off-setting.Measuring the real carbon impact of digital media content throughout the lifecycle of a campaign(through calculators such as dentsus Media Carbon Calculator.)Ensuring traditional OOH displays are produced on recycled paper or using carbon-eating paint for murals.

133、Combining innovative technologies such as live local data,augmented reality,and facial recognition to educate audiences about their environment through engaging and immersive experiences.Marketing a Better FutureThe world continues to lag behind climate goals greater action and collaboration is need

134、ed from everyone across the entire value chain.In November 2022,COP27 ended in Sharm El-Sheikh,Egypt,with an historic agreement on a loss&damage fund for developing countries most impacted by climate change.However,the deal failed to include tougher commitments to limit global warming to 1.5 degrees

135、 centigrade.What should now be clear to us all is that if we are to have any chance of hitting our climate change targets,we must act as individuals,businesses and society,together.Systemic change is needed beyond what governments can regulate or negotiate on their own.37Consumer needsWhat people wa

136、ntSustainable behaviorsWhat the world needsBrand equityWhat brands uniquely offerWe must find a new way to build brandsConclusionThe time is now for marketers to embed purpose across portfolios and at all touchpoints.No longer can brands and businesses drive unsustainable consumption on a planet wit

137、h limited resources.We must insist on a new way to build brands,taking into account the well-being of people and planet alongside consumer needs and desires.Embedding purpose across portfolios and at all touchpoints powers commercial growth too.Every business needs to think innovatively on how to ev

138、olve their models,reinventing products and services for circularity.Growth and Good should no longer be two separate agenda items in the board room.They must be seen as one,and necessary for companies to be resilient,and to thrive for the long term.The onus is on us to ensure the“Asian century”is al

139、so a“sustainable century”.The onus is on us“Our greatest ability as humans is not to change the world;but to change ourselves.”Mahatma Gandhi3838Marketing a Better FutureMarketing a Better FutureContributorsTrezelene ChanHead,Sustainability PracticeAPAC,KantarNandhiniConsultant,Sustainability Practi

140、ceAPAC,KantarJeannie DuhiggMarketing Communications ConsultantKantarJonathan HallHead,Sustainability PracticeGlobal,KantarLydia NgDirector,Growth MarketingSolutions APAC,dentsuDominic PowersChief Growth Officer,Solutions APAC,dentsuAnna LungleyChief Sustainability Officer,International Markets,dents

141、uJordan JungeHead of Social Impact StrategydentsuSean HealyGlobal Chief Strategy Officer,CaratAnna LakeRegional Director,Marketing and CommunicationsAPAC,dentsu39Kantar is the worlds leading data,insights and consulting company.We help clients understand people and inspire growth.Kantar is an eviden

142、ce-based agency providing insights and actionable recommendations to clients,worldwide.We have a complete,unique and rounded understanding of people around the world:how they think,feel and act,globally and locally in over 90 markets.We dont just help clients understand whats happened,we tell them w

143、hy and how they can shape the future.Our Sustainable Transformation Practice works at the intersection of consumers,brands and environmental&social sustainability.We work with over 400 brands as a catalyst for action across multiple sectors and across the world.Our approach to sustainable brand-buil

144、ding stretches from strategic framing through innovation and comms activation to measurement programmes.4040Marketing a Better FutureDentsu is the network designed for whats next,helping clients predict and plan for disruptive future opportunities and create new paths to growth in the sustainable ec

145、onomy.Taking a people-centered approach to business transformation,we use insights to connect brand,content,commerce and experience,underpinned by modern creativity.As part of Dentsu Group Inc.(Tokyo:4324;ISIN:JP3551520004),we are headquartered in in Tokyo,Japan and our 65,000-strong employee-base o

146、f dedicated professionals work across four regions(Japan,Americas,EMEA and APAC).Dentsucombines Japanese innovation with a diverse,global perspective to drive client growth and to shape society.As a global leader in media and digital communications,we understand the power we have to influence the wa

147、y that people think,feel and act.We are not simply spectators.We have an opportunity,a responsibility and the privilege,to guide our people,clients and society through this disruption.We can fuse data,technology and creativity in a way that helps create lasting good and a brighter,more sustainable f

148、uture for everyone.This purpose sits at the heart of our business strategy and culture.4141Marketing a Better FutureMarketing a Better FutureReferencesMarketing a Better Future421Future of Asia:The Consumers in Asia trailblazing new paths to growth,McKinsey Global Institute,June 20212e-Conomy SEA 20

149、22,Google,Temasek and Bain&Company3IPCC,2022:Climate Change 2022:Impacts,Adaptation,and Vulnerability.Contribution of Working Group II to the Sixth Assessment Report of the Intergovernmental Panel on Climate Change4,6,15,16,20,22Dentsu International and Microsoft Advertising research commissioned fo

150、r The Rise of Sustainable Media(survey:24,068 adults across 19 countries,August 2021.)5,18Marketing and Sustainability Closing the Gaps Report,WFA,20217Kantar Global Issues Barometer(survey:19 countries,Wave 2,April 2022,Wave 3,Sep 2022)8United Nations,“Asia is home to some of climate changes bigges

151、t culprits and victims”,CNN,20229Climate Risk and Response in Aisa,McKinsey Global Institute,202210,12Kantar Sustainability Sector Index 2022 (survey:11,020 adults across APAC,2022.)11,17,19Marketing a Better Future,dentsu and Kantar Corporate Sustainability Study,202213,24Kantar Sustainability Sect

152、or Index 2021(Survey:n=9,548 adults across APAC,2021)14Sink or Swim:The Climate Crisis We Caused in Bangladesh”,The Harvard Crimson,202221K Zahedi cited in E M Toh,Time is running out:UN says Asia Pacific is falling behind on sustainability goals,CMBC,17 March 2022,accessed 19 July 202223ESCAP,Asia

153、and The Pacific SDG Progress Report 2022All images in this report are copyrighted material and all rights are reserved.Images were sourced from Adobe.This report is for general information only,the contents of this report are not intended to be legal advice and should not be used as a substitute for legal or other professional advice.