Trends & Insights Digest V12

V 12

trends and insights digest

www.chiefmarketer.co.uk

Table of contents

5

WELCOME

Damon Segal

6 THE

24

KNOWING

WORKING

WHAT TO DO

FUTURE

WHEN YOU

In partnership with Dynata

DON’ T KNOW WHAT TO DO

In partnership with TomorrowToday Global

64

78

82

FROM STR ATEGY

A BR ANDING

ADVERTISING:

TO STORY TELLING

REVOLUTION?

IS IT ALL IT

SUSTAINABILIT Y:

In partnership with Grain Sustainability

METAVERSE:

In partnership with CMS

GREEN

SEEMS?

In partnership with CMS

36

46

50

CUSTOMER

ADVERTISING

BR AND

DATA

JOURNEY

In partnership with Treasure Data

DIVERSIT Y IN

In partnership with Opinium

BUILDING WORLDS

In partnership with Amplify

86

90

92

THE FUTURE OF

NET WORK

PARTNERS

INFLUENCERS: ADVERTISING

In partnership with CMS

ABOUT BR AND

ABOUT OUR

TRENDS AND INSIG HT S

V.12

Welcome Welcome to our twelfth Trends and Insights Digest exclusively produced for The Academy of Chief Marketers, the custodians of Superbrands UK & CoolBrands®. We would like to express our gratitude to all our partners for their outstanding contributions to this edition. We are confident that you will find the information quite useful. We are certain that you will find fantastic value in the insights.

Invariably, it gives us joy to bring updates from our long-term partner CMS on unconventional global topics ranging from sustainability, branding revolution and the future of advertising in a new world post the pandemic.

Dynata explores the exciting realm of The Working Future, a study led by Bain & Company, extensively looking into ten dynamic countries accentuating a subject matter and concepts transforming organisational change, culture and workforce in a pursuit for growing talent. On the other hand, Tomorrow Today Global focuses on appreciation for a changed reality. Leaving the statistics to the pros, Treasure Data go deeper into consumer behaviour and brand loyalty. Opinium explores the power in diversity in the advertising industry, Amplify discuss the expectation from brand experience, whilst Grain Sustainability focus on understanding what sustainability means to your business.

We are confident that this edition will deliver some valuable insights.

We want your comments so that we may continue to improve the value we provide to our amazing community of marketers and brand professionals.

We always like to welcome new members to our community of Superbrands and CoolBrands® If you are from an established or growing brand and would like more information about The Academy of Chief Marketers, please email: membership@chiefmarketer.co.uk.

Damon Segal Co-founder of The Academy of Chief Marketers /

5

The working future

Bain & Company recently launched its new report, The Working Future, which highlights five key themes that are reshaping the future of work and the steps firms need to take to get ahead in the shifting war for talent.

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IN PARTNERSHIP WITH DYNATA

The report is grounded in a survey of 20,000 workers, conducted by Bain & Company and Dynata, as well as more than 100 in-depth interviews.

Bain’s research looked at 10 countries— the US, China, Germany, France, Italy, Japan, India, Indonesia, Nigeria and Brazil—that represents around 65% of global GDP and offers a broad perspective from different cultures around the world.

Bain’s The Working Future report emt.io/3wYQWmd

The working future

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in partnership with Dynata

Bain’s research identifies five key themes that are reshaping work:

01

MOTIVATIONS FOR WORK ARE CHANGING

While compensation still ranks among the top priorities for most workers, only one in five now rank it as the number one factor in a job

with interesting work, job security and flexibility also among the most important priorities.

02

BELIEFS ABOUT WHAT MAKES A “G OOD JOB” ARE DIVERGING

Bain has identified six worker archetypes, each with a different set of priorities: operators, givers, artisans, explorers, strivers and pioneers. For instance, 25% of US executives are “pioneers”—risktolerant workers who are on a mission to change the world and will make great personal sacrifices accordingly—compared with

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only 9% of the nation’s working population. This research shows the need for business leaders to recognise that their personal perspective of what a good job looks like won’t necessarily be shared by everyone in their organization, especially those on the front lines

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03 04 05

The working future

YOUNGER GENER ATIONS ARE INCRE ASINGLY OVERWHELMED

Young people, especially in advanced economies, are under mounting psychological strain that spills over into their work lives. In Western markets, 61% of respondents under 35 cited

financial issues, job security or failing to meet their career goals as major concerns for the next decade. Only 40% of those over 35 cited the same concerns.

AUTOMATION IS HELPING TO REHUMANISE WORK .

Distinctly human advantages— problem solving skills, interpersonal connection and creativity— are growing in importance as automation eliminates routine work.

Bain expects to see a shifting

occupational mix in developed economies that will favor uniquely human skills in the workforce of the future. This will require a major reskilling of the workforce.

TECHNOLOGICAL CHANGE IS BLURRING THE BOUNDARIES OF THE FIRM.

In the US, many knowledge and administrative workers are keen to continue working from home five days a week (36%). However, the number of people saying they want to come back to the office on a full-time basis has been rising steadily— from 16% in January 2021 to 22% in August 2021.

Bain’s survey shows that 47% of workers globally view many of their colleagues as friends. This level of connection and trust is a critical ingredient for effectively operating complex businesses. The big question is whether companies can maintain connection and trust without the physical connection provided by offices.

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in partnership with Dynata

A PATH FORWARD FOR BUSINESS LE ADERS

Taking these trends into account, Bain & Company identifies three actions for business leaders.

01

First, winning firms will pivot from being talent takers to talent makers.

This requires scaling investments in learning, thinking laterally about career journeys and cultivating a growth mindset in their organisation. While incumbents increasingly struggle against skills shortages, their insurgent rivals are finding creative ways to tap into the hidden potential of their people.

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02

Second, leaders will stop managing workers like machines, instead supporting them to build personal capacity and create a career that matches their individual idea of a meaningful life. As part of this, leaders will reorganise workflows to help individuals best utilise their uniquely human advantages.

The working future

03

Finally, winning firms will build an organisation that offers a sense of belonging and opportunity for its many unique workers while remaining united through a shared vision and communal values.

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The 2021 edition of the International Post Corporation (IPC) Cross-Border E-Commerce Shopper Survey was released in January 2022, giving an overview of online cross-border consumers’ expectations and habits.

The survey was conducted with Dynata across 33,000 participants in 40 countries worldwide, accounting for 93% of the world e-commerce market. Alongside looking at the impact of new legislation, the survey monitored current and future e-commerce trends and sustainability preferences.

During 2021, consumer online shopping behaviour continued to be affected by the pandemic, with 22% of consumers shopping online

at least once a week, which is notably higher than pre-pandemic.

In addition to the disruption caused

by COVID-19, there were also two major legislative changes which impacted cross-border e-commerce: Brexit and the EU Customs and VAT. The survey showed that domestic e-commerce is forecast to grow further than cross-border, and a significant proportion of consumers said they will be buying less from the US, China and the UK in future.

International Post Corporation (IPC) Cross-Border E-Commerce Shopper Survey emt.io/3r0HquO

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01 02 03 The working future

The survey analyzed how consumers were affected by both the UK leaving the European Union and the introduction of customs fees and removal of VAT exemption for low-value items coming into the EU. Thirty-nine percent of respondents stated the new VAT rules have impacted their cross-border purchases, with over half stating that the value of items purchased has increased and/or that they have now pay additional custom fees compared to previous years.

Overall, the introduction of the new laws has seen a significant increase in the number of people who have had to pay e-commerce related fees, with 21% having paid import fees for purchases this year compared to 13% in 2020.

Since the increase in customs and import fees, the report has shown that China has dropped three or more percentage points from 17 of the 40 countries surveyed as the most recent country of purchase and within Europe, the UK dropped as the country of most recent purchase in five countries.

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CONSUMERS CONTINUE LOCKDOWN

in partnership with Dynata

SHOPPING BEHAVIOURS

The survey revealed that consumers have continued to shop regularly online, with 22% of consumers shopping online at least once a week The number has remained the same after a spike in the number of people turning to online shopping rose due to COVID-19 lockdowns.

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Overall, 79% of consumers tended to shop online once a month, continuing the trend of e-commerce becoming the preferred way to shop. However, although more are choosing to shop online, it has been predicted that many will choose to shop online from domestic e-retailers rather than cross-border e-retailers in the future, with 27% of respondents stating they will buy much more domestically.

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CONSUMERS ARE HAPPY WITH DELIVERIES; HOWEVER, MORE ARE RETURNING CROSS-BORDER PURCHASES

Participants of the survey were asked how long their purchase took to arrive, and the most common answer was 2-3 days (17%), with 4-5 days coming in second with 16% of participants. Delivery speed improved in 2021 compared to 2020, as delivery providers recovered from the Pandemic’s impact on international logistics.

Almost half (46%) of the respondents stated that they were either “extremely or very satisfied” with the speed at which their package was delivered. However, the survey showed that more than

The working future

half of consumers were “very or extremely satisfied” with all other aspects of the delivery process (delivery location, delivery cost, returns, customs, parcel tracking and delivery speed). The returning of e-commerce shopping items rose to 14% this year, with consumers from the US (27%), Australia (25%) and the UK (24%) returning the most. Looking at the 25 trend countries, the proportion returning their entire purchase increased from 5% in 2020 to 9% in 2021, while those returning part of their purchase increased from 4% in 2020 to 6% in 2021.

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in partnership with Dynata

AMA ZON, ALIE XPRESS AND EBAY CONTINUE TO BE E-COMMERCE CHAMPIONS

Online shoppers worldwide continued to use e-commerce giants Amazon, AliExpress and eBay to make most of their online purchases, with Amazon accounting for 26%, AliExpress 19% and eBay 10%.

Between 2019 and 2021, both Wish and eBay lost significant crossborder market share, while Amazon increased in several countries.

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Chinese clothing e-retailer Shein has also increased significantly from 0% in 2019 to 3% in 2021.

Amazon was most popular in Luxembourg (59%), Austria (54%) and India (51%). AliExpress was most popular in Russia (74%), Lithuania (51%) and Poland (43%). eBay was highest in Australia (33%), the UK (28%) and Croatia (24%).

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CONSUMERS CONTINUE TO PUSH FOR SUSTAINABLE SHOPPING OP TIONS

As the zeitgeist changes, consumers continue to show interest in ensuring that online shopping becomes a sustainable option for the future. Forty-nine percent of participants stated that they would prefer their cross-border parcels to be carbon-neutral and 44% claim to have changed their online shopping behaviours due to sustainability concerns.

The working future

Consumers have also expressed concerns about how sustainable the packaging of their online purchases was, with 70% stating that they would like their packaging materials to be recyclable, 65% wanting their packaging to be reusable and 50% wanting their packaging to be biodegradable.

More than half (55%) stated that they would like e-retailers to provide clear information about how to recycle their packaging when shopping online.

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MASTERCARD SPORT ECONOMY INDE X REVE ALS EUROPE SET FOR 60% BOOST OF NEW AND RETURNING FANS AT LIVE

in partnership with Dynata

EVENT S IN 2022

A survey fielded by Dynata of over 10,000 Europeans found that over two thirds of people (67%) plan on seeing a live sporting event in 2022 – up from 42% that attended one in 2021 – with football, basketball and tennis set to be the most popular choices.

Yet – with half of Europeans saying they found a new sport to follow during the pandemic – the door is open for emerging spectator sports, such as esports, to welcome new fans to live competition in the coming 12 months.

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This comes after two years of turbulent sport attendance restrictions that, for many, meant they could no longer attend live sporting events in their leisure time.

Physical activity became a popular alternative and – according to a Mastercard Economics Institute analysis of aggregated and anonymised sales activity in the Mastercard network – spending on cycling, tennis, and golf equipment and services – all sports that comply with social-distancing rules – exceeded pre-pandemic spending levels.

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E XERCISE RULES AS EUROPE ANS GET ACTIVE

Overall, the Mastercard Sport Economy Index points to a hopeful year ahead for a sector battling the ongoing impact of the pandemic.

The Mastercard Economics Institute analysis shows that European consumer card spending on sporting goods, services and experiences was up 2.5% in 2021 compared to prepandemic levels (2019), with sporting goods retail sales—such as golf clubs, tennis balls and bikes—up 14.6%.

Unsurprisingly – with over half (51%) of Europeans now doing more exercise than before the pandemic and 60% preferring to work-out at home or outdoors than in a gym or leisure centre– growth of the sporting goods sector significantly outpaced consumer spending overall in Europe.

This was driven by socially distanced sports, which saw double-digit growth once restrictions lifted in the second half of 2021. Specifically, when comparing the second half of 2021 with the same time period before the pandemic (2019), the analysis shows that cycling saw the largest spending increases (more than onethird), followed by tennis (up nearly one-third) and golf (up roughly one-fifth).

EUROPE ANS RE ADY TO GR AB THEIR PASSPORT S

There is consumer hope that the next 12 months will also bring with it more opportunities to travel, with a third of Europeans planning to go on a sporting holiday in 2022, according to the survey.

The working future

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in partnership with Dynata

According to a new study of 5,000 luxury consumers across five different countries, carried out by Dynata on behalf of Klarna (The State of Smooth: Unpacking Luxury in 2022), younger consumers are now focused on better quality, longer lasting products and are turning to luxury brands to buy them.

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GEN Z AND MILLENNIALS LE AN TOWARDS LUXURY

This is particularly true on a UK level – here 2 in 5 (43%) of shoppers, bought a luxury product in the past 12 months – where the luxury consumer is getting notably younger. Prepandemic baby Boomers and Gen X-ers were regularly considering and purchasing luxury products. However, since 2020, Gen Z (49%) and Millennials (37%) have become more likely to seek luxury items than other generations.

One of the reasons for this shift is that younger consumers are twice as likely to consider luxury products to be more sustainable, and the younger the consumer the truer this statement becomes.

In addition, when combined with more flexible ways to buy, luxury items are now not only desirable but more accessible than ever before.

The State of Smooth: Unpacking Luxury in 2022 Dynata / Klarna study emt.io/3u6XrBr

The working future

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in partnership with Dynata

INNOVATION LE ADS TO ENG AGEMENT AND SPEND

As well as the sense of quality and durability that luxury brands portray, younger consumers are also likely to be more in tune with innovation across the board, be that the ability to buy products via an app (nearly 3 in 5 of high-end shoppers – 55% – want to use a mobile app) or the opportunity presented by speedy deliveries. Just 7% of Baby Boomers expect one-day delivery, while this figure rises to 33% of Gen Z shoppers (note to brands and retailers, Gen Z is also far more likely to share its experience of shopping with peers, adding pressure to deliver on promises).

But the biggest digital innovation that is quite literally on everyone’s lips is the Metaverse. Of those who had heard of the Metaverse, some 80% said they would be interested in shopping there,

with Gen Z (at 84%) and Millennials (at 79%) being the most excited by the idea. Bearing this in mind, it is hardly surprising to see brands in this space collaborating with gaming platforms, such as Balenciaga’s high-profile tie-up with Fortnite.

It is worth noting for brands and retailers that their social media followers are far more likely to turn into future shoppers, so engagement on social channels is crucial for converting future sales. All social channels are important and which one/s you invest in will depend on which target group you wish to attract. For instance, Instagram is the most popular social channel driving luxury purchases among Gen Z (53%) and Millennials (58%), while Facebook leads the way for Gen Xers (73%) and Baby Boomers (86%).

RESALE AND RENTAL DRIVES SPEND ON NEW PRODUCT

One of the other great retail trends to emerge from the pandemic is the resale and rental market and this has played into the hands of the luxury market.

If consumers feel they can use their purchase as a future asset, to be rented or resold when appropriate, then they are more likely to make the investment in the first place. This would explain why brands in this space – which had previously worked hard to eradicate resale as far as possible to avoid perceived damage

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to their new sales channel – are now embracing it and understand the power it has to convert new, full-price sales.

Overall, some 18% of shoppers in the survey consider the resale value of a product before buying it and this rises to 23% among Gen Z shoppers.Resale also speaks to Gen Z’s heightened sustainability sensibilities and their wider, more enthusiastic adoption of the sharing economy.

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PHYSICAL RETAIL RETAINS IT S AT TR ACTION

With all the talk of metaverse and shopping via apps – plus global lockdowns forcing the closures of physical stores – it might be tempting to assume that this new

generation of luxury consumer has learnt to live without the physical store.

But this is not true.

While 1 in 2 shoppers who bought luxury in the past year did so online, when it comes to preference, physical retail wins out with 78% of luxury shoppers considering touching and seeing a product essential to the luxury shopping experience. Millennials are the category of consumer most likely to believe this to be true or the most likely to value the opportunity of trying items before they buy them.

Overall, though, the overriding theme to come through the study is the importance of brand. All the above factors feed into a consumer’s sense that the brand is something they are prepared to invest and believe in, so when it comes to luxury and what new consumers want, that at least hasn’t changed at all.

The working future

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Knowing what to do when you don’t know what to do

Author Max de Pree has said that the first task of leadership is to define reality.

For any forward-thinking leader today, there is a sharp appreciation for the changed reality that they now face.

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BY KEITH COAT S FOUNDING PARTNER TOMORROW TODAY GLOBAL & DIRECTOR OF STORY TELLING

There has long been talk of a ‘volatile, uncertain, complex and ambiguous world’ – or what we term a ‘VUCA’ world. Pre-pandemic we spoke a great deal about this ‘VUCA’ world, but our actions betrayed a quiet contentment with what we had and how we went about things, none more so than when it came to leadership thinking and practice.

The pandemic changed all that and for many, the new appreciation of our VUCA reality has been a painful lesson to absorb.

Warren Buffett once said (albeit in relation to financial markets yet applicable to this context) that, “only when the tide goes out do you discover who has been swimming naked”. Well, the tide went out suddenly and unexpectedly!

Leadership is not what it once was and nor will it ever be that again. The context for leadership has changed.

If you find yourself in leadership, it is a contextual shift that requires your full attention!

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in partnership with TomorrowToday Global

We don’t need leadership in the spaces where challenges are known, understood and routined…where we have experience and know-how.

We now need leadership to overcome the unknown, nonroutined, complex problems; the ones where people need to be involved and mobilised towards a solution that at present, still awaits discovery.

Leaders need to ‘know what to do when they don’t know what to do’ – or what, in the language of Ron Heifetz’s Adaptive Leadership model, is known as an ‘adaptive challenge’.

In the face of adaptive challenges, the place where you don’t know what to do, leaders need to know what to do. Knowing what to do requires adaptive intelligence – something that will increasingly become the currency of effective leadership; adaptive intelligence enables the leader (and the collective) to recognise, engage and ultimately thrive in the midst of our VUCA world.

It is the preeminent work demanded of any leader whose intent it is to be futurefit.

But what exactly is ‘adaptive intelligence’ and how does one develop it?

Research done by Gunderson and Holling in 2002 (on coral reefs in the Pacific) provides four helpful pointers – albeit from an unusual source - for those leaders wishing to develop adaptive intelligence.

They found that the following four characteristics are essential to building adaptive capacity – or what I have tagged, ‘the ‘DNA’ of adaptive intelligence.

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Their research provides us with a practical framework from which to understand and develop this adaptive capacity.

The four characteristics are:

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01

EMBR ACING CHANGE AND UNCERTAINT Y

As we have seen this is no longer an option for those in leadership.

Peter Drucker warned that in the face of turbulence the biggest danger is not the turbulence but rather the use of yesterday’s logic in the turbulence. Some are better equipped than others to cope with the uncertainty and ambiguity that prevails. Leaders need to understand their own disposition towards these features of our reality and plot their way from there.

Knowing what to do when you don’t know what to do

As a leader, if you are not comfortable around change and uncertainty, how can you expect those around you – or your organisation, to thrive in the certainty of uncertainty?

Adaptive leaders don’t merely accept change and uncertainty, they learn to embrace it!

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02 in partnership with TomorrowToday Global

ACTIVATING DIFFERENCE

Diversity at multiple levels – be that cultural, gender, ethnic, structural, generational or personal (to name but some of the ‘categories’) – is what infuses the daily reality and terrain of contemporary leadership.

We have come to appreciate that having a diverse team or group does not, on its own, unlock the many benefits offered by such diversity; something more is required. That ‘something’ is what we have labeled ‘inclusion’- having a truly inclusive environment or culture – one where everyone feels they can contribute, where they are seen, heard, and appreciated.

Creating such a place, when there is a wide swath of diversity present, is easier said than done.

Many in leadership find themselves ill-equipped to deal with the challenges posed. Identifying and

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confronting their own biases and prejudices, doing the necessary inner-work of leadership, and understanding the importance of emotional intelligence are all part of this journey. In my experience across multiple formal leadership development programmes, I have found that this is spoken about a great deal more than it is done. We know that we ‘need to do it’ but stop short of actually doing the required work. The capstone for activating difference is the recognition that there is a ‘best in everyone;’ that everyone has a valid contribution to make, and they would rather make that contribution than not (make it). With those key assumptions embedded, a leader can then learn what it takes to create the kind of environment that invites the best out of others.

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03

BEING A LE ARNER

In many instances senior leaders are no longer learning. They are backing their years of experience – what they have already learnt, to get them through whatever lies ahead. When leaders stop learning it proves fatal. Learning is essential in what it takes to be adaptive. Learning is required in identifying the adaptive challenge – understanding why things are no longer working as they once did or expected; and new learning is a prerequisite in finding the solution as in the face of an adaptive challenge, nothing from the past is helpful.

In fact, a sure why to know that you are encountering an adaptive challenge is when you hear this kind of comment around the table: “But weren’t we having this same conversation eight months ago?”

Through the rigid and somewhat unimaginative methodology often embraced by most business schools and those entrusted with

our corporate learning – there is much exploration to be done in this area. Such exploration invites fresh and deeper discovery when it comes to learning, unlearning and relearning what we need to in order to confidently engage with the future. The willingness to endure discomfort and disequilibrium; to be willing to try new things and to risk failure and the boldness to challenge existing ‘successful’ models of leadership education, will all form part of the necessary terrain that marks this point in growing adaptive intelligence. Alvin Toffler, a futurist, once said: “The illiterate of the 21st Century will not be those who cannot read and write but those who cannot learn, unlearn and relearn”. Social philosopher Eric Hoffer said that “in times of change, learners inherit the earth, while the learned find themselves beautifully equipped to deal with a world that no longer exists”. He was right…they both are!

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04 in partnership with TomorrowToday Global

GIVING CONTROL

This final point warrants deeper thought, discussion and mention than is possible here. It invites deeper interrogation within your own context. Unexpected disruption and unpredictability necessitate agility and adaptability - which can only be achieved by loosening control. What this means and what this looks like would be worthy discussion for any executive team agenda. Semler, in his account of his leadership journey at Semco (ref: Maverick and / or The Seven Day Weekend) provides some interesting insights into what becomes of a willingness to trust the process of self-organisation.

Of course, there are more recent examples of ‘giving control’ one such example being the remarkable story of US nuclear submarine commander David Marquet.

Marquet’s very readable book,

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Turn the Ship Around, documents how he gave away command on his submarine in order to achieve better results. In most organisations information flows upwards – from those with the information to those in authority; in an adaptive organization precisely the opposite happens: authority flows downwards - authority is given to those where the information sits. Given our traditional notions of how good organisation are structured and managed, this can be a counter-intuitive point and often meets with some resistance when I have taught on it: “Nice theory” someone will say before adding, “but it would never work in practice”. Well, if it can be successfully implemented on a nuclear submarine, I suspect it can be implemented within a corporate context!

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The research findings of Gunderson and Holling provide a rich framework from which to engage and develop adaptive intelligence.

The framework can be applied at both a personal and organisation level and helps to link the theory to the practice in this vital area.

In TomorrowToday we have done a lot of thinking and work in this area.

I believe that to ignore intentionally developing adaptive intelligence is to run the risk of becoming the kind of leader who is trapped in history and where history is trapped in you.

It is to risk increasing irrelevance.

It seems to me that undertaking the work of adaptive intelligence is a daily challenge and I suspect, a work that is never complete.

B R AND NET WO RK

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There are several ‘tools’ that we can use to help us develop adaptive intelligence. Any deeper reflection on each of the above four characteristics will certainly surface ‘things to do’ in pursuit of developing these characteristics in both yourself and in your team / organisation.

That said, here would be a brief mention of just some of the tools we use in our own quest to develop adaptive capacity:

LOOK OUT THE

ASK BET TER

WINDOW

QUESTIONS

make sure that you (and your team) regularly scan the horizon. All too often the immediate needs focus us to the task at hand and this then becomes habitual to the exclusion of lifting our heads to see what might be coming.

At your next meeting make a note of how many questions were asked during your deliberations. You might be shocked at the result. Asking better questions is foundational to learning and inclusivity. How can you ensure that questions become a more common part of your meetings and discussions?

BE CURIOUS

LE ARN HOW TO RETHINK

In anthropology there is this notion that value is to be had in making the ‘strange familiar and the familiar strange.’ Exploring ‘the strange’ affords us the opportunity to see our own ‘familiar’ as ‘strange’.

This is invaluable when it comes to examining our own rituals, orthodoxies, and customs; the ‘way we do things and why we do them the way we do.’ It invites us to see what we are not seeing despite our looking.

One of the key responsibilities of leaders is to be able to challenge their own business models – this after all is the stuff of real innovation – and curiosity concerning the known, the familiar is, in part, what enables this.

Knowing what to do when you don’t know what to do

Author Adam Grant in his excellent book Think Again, makes the point that being a good thinker does not always mean that one is a good rethinker. This flows from the two previous bullet points and the ability to ‘rethink’ is a key leadership competency in today’s context.

Of course, this might mean admitting that one is wrong (about something).

In her wonderfully insightful book, Being Wrong, Kathryn Schulz explains how difficult it can be to admit wrongness in the present tense: “I am wrong” as opposed to “I was wrong”. It is an insight and perhaps a represents a challenge for you in your own leadership practice?

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In closing it is worth pointing out that in this quest to build adaptive capacity – to know what to do when you don’t know what to do, there are numerous ways to undertake such a journey and multiple pathways to follow.

The framework provides us with an understanding of the main areas where we need to direct our thinking and channel our actions.

Ultimately adaptive intelligence is grounded in the terrain and work of self-awareness and what I am discovering is that this is ongoing, neverending work where sometimes progress is hard to detect or measure.

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Sometimes the evidence of doing this inner work can be more readily detected by those around us as it somehow escapes our appreciation.

That is just part of the beauty and authenticity of this work; it is a little like humility: humility is a trait that is only recognized by others for the moment one claims to be humble, well…

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Knowing what to do when you don’t know what to do.

This is the stuff of adaptive leadership, and this is where there is no place to hide.

It can’t be faked, bluffed, spun, or winged.

Knowing what to do when you don’t know what to do is the result of intentional personal mastery and an ability to engage with change in all its forms and complexities. It represents the tough work of leadership and demands an authenticity that many corporate leaders are reluctant to explore or develop often due to their understanding of role, title, and image within the context of leadership.

Much of this is a construct that has been founded on past wisdom and the way things were. Change is needed. And, as I suspect you already know…such change starts with You – the Leader.

Here might be some of those ‘better questions’ that serve to start you on your way:

So next time you find yourself in a situation where you don’t know what to do, be aware of the learning opportunity it represents.

Such awareness is a good start to then be able to confidently move forward though questions, inviting participation, pausing, or simply acknowledging that you don’t know what to do!

To do any of these things might not sound much like ‘leadership’- but I want to suggest that it is leadership. Try it and you may just be pleasantly surprised with the results!

What are the various lenses through which I interpret the world?

How do these lenses impact my understanding of how things work?

When are my lenses helpful / a hindrance?

Who am I? (Here the Enneagram provides a helpful framework from which to explore such a fundamental question) How am I experiencing change in my context?

How have I engaged with such change?

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Data customer journey Businesses need to make an impression that lasts. To do this we need to understand our customers and interact with them based on their behaviours with, and what they want from, our brand – to enable the best experience.

This in turn breeds loyalty and essentially keeps them as a customer for longer and even helps us acquire new customers.

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IN PARTNERSHIP WITH TRE ASURE DATA

This can be difficult as a lot of the time we don’t have full visibility of the customer journey – so how do we know what they want? They will switch between digital, and physical interactions, between face to face, on the phone or digital engagement, as a means of interacting with your brand. They will also use multiple screens in the same session, flitting between tablet, laptop and mobile – and expect the experience to be connected and relevant.

Part of the secret is in capturing customers’ digital footprint, deciphering the data signals and then using the insights intelligently to drive that personal end to end customer experience and provide the connected journey that consumers expect.

Data customer journey

There are an infinite number of options at the disposal of brands for shaping the customer experience and this ought to prompt the rapid development of new strategies, products and approaches to customer engagement. But critical to success, is that brands recognise that data holds the competitive edge.

Harnessing this and understanding it will enable the full view of the customer journey. Only once you have full visibility can you understand their needs and then make changes and test to see what works to drive certain behaviours.

Questions like; how long is the consideration phase, how many contacts before a purchase, how many purchases on average, what are the signals for customer to leave your brand and trial another one, which channel works best for which customer segment… all need answers and data holds the key.

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If you feel like collating and connecting your data is a challenge you are not alone;

in partnership with Treasure Data

“Four in 10 leaders say they don’t feel confident using data to make decisions.”

74% of C-suite executives believe that good quality data gives them a competitive advantage over other businesses.

In a recent survey to 1,500 business leaders across EMEA. And the number of business leaders reporting that data is very important to business-critical decisions is 45% higher now than before the pandemic began, with internal knowledge (91%), customer data (89%) and sales data (87%) pinpointed as the most important for day-to day business-critical decisions.

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However, there is a worrying inconsistency between the importance placed on this business data and the quality of its collection and deployment. Four in 10 (39%) leaders say they don’t feel confident interpreting and using data to make informed decisions, while 41% say they don’t have the right tools in place to interpret and use data to make them. And even more concerning: many don’t collect data at all.

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8%

don’t collect internal data

15%

don’t collect customer data

16%

don’t collect sales/lead data The ramifications of this oversight are serious, including data blind spots that are inefficient at best, but

could cause long-term operational and reputational damage if left unaddressed.

Better Decisions in the age of unpredictability emt.io/3K2s94l

Data customer journey

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in partnership with Treasure Data

There are however very obvious benefits to deciphering your customer journeys and interactions with your brand as highlighted in some of the cases studies. The successes by far outweigh the effort of unifying your data to understand your customer journey;

SURVIOS

Survios is a virtual reality games publisher dedicated to creating groundbreaking interactive content powered by cutting edge virtual reality technology.

Their data-driven feature development optimises player experience. Survios strives to create a more human experience within virtual reality (VR) gaming.

The Survios game Raw Data became the first VR-exclusive game to reach #1 on Steam’s Global Top Sellers list and the first VR game to make $1 million in a month. Survios uses data to optimise the player experience.

After implementing their customer data platform, they experienced that 10X more data was accessible for behavioural insights, revealing the importance of improving customer experiences which resulted in an increase in customer retention.

Knocking VR Gaming Off The Charts Survios CDP Win emt.io/3u65jTI

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SHISEIDO

Knowing customer preferences drives deeper engagement.

Shiseido, the fifth largest maker of cosmetics in the world, added a digital component to their customer loyalty program, pivotal to their customer communications and branding strategy for 80 years. Using Treasure Data’s enterprise customer data platform (CDP), Shiseido delivers personalised messaging as consumers browse catalogues, order products, search for store locations and receive expert advice and product recommendations.

A content affinity engine and segmentation helped Shiseido reach their goal of delivering a personalised customer experience, increasing revenue and growing their business. Shiseido saw a 20% increase in in-store revenue per loyalty program member, 11% increase in company revenues, and 38% growth in net income YoY.

CDPs Polish Shiseido’s Picture-Perfect Profits Stunning Sales emt.io/3x3FdTe

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in partnership with Treasure Data

ANHEUSER-BUSCH INBEV

To drink in the full extent of the customer data that helps run Anheuser-Busch InBev - the global leader in beer - can be a heady experience. The company behind such prominent beer brands as Budweiser, Bud Light, Corona, Stella Artois, and Beck’s operates in over 50 countries and generates more than $54 billion USD in revenue annually.

These operations rely on more than 1,000 different data sources (Including a data management platform), mobile, social media, data lakes, ecommerce, analytics, customer support (and others) and more than 70.1 million unique customer records - with a Customer Data Platform (CDP) to manage it all.

People + Great CX + Data = Amazing global marketing emt.io/3r2ayBX

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TRIFECTA

Trifecta’s CEO, had a vision of what Trifecta could someday be: the Peloton of the prepared nutritious meal business, using data-driven personalisation on a mass scale to hack the country into healthy eating.

as AB InBev that use sophisticated Customer Data Platform (CDP) technology and attribution models to develop direct-to-consumer (DTC) capabilities and understand customer behavior.

But although the company was growing rapidly, it was still relatively small compared to multinational food-and-beverage companies such

Did they really need all that?

Absolutely, and it would turn out to be a crucial, growth-driving decision for the young CPG company.

Bulk Up Marketing With Personalized CX CDP Helps Trifecta Feed Growth emt.io/3iZP7NI

Data customer journey

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in partnership with Treasure Data

Whilst you are on the journey to discovering more about your customer and looking at their journey – one agenda item would be to understand one of your core journey challenges in detail and focus on driving a solution to it;

The State of Customer Journey Management emt.io/3u4ToWu

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One example of how eBay was able to make an impact on their customer journey was seeing a link between visits to the ‘my item hasn’t been delivered’ page of their website, and that customer stopping purchasing on their platform without calling the call centre or any other interaction.

These became known as the silent sufferers and eBay wanted to ensure they had the best experience with their platform. So they developed a programme specifically designed to help those who visit that page in the future with a view to turning a negative experience into a positive one for the customer – and ensuring they still feel confident interacting on their platform.

Another was when a well know Luxury Retail Brand discovered that most customers repurchase again on average 38 days after the initial purchase – yet they were

Data customer journey

sending them a discount email the day after their purchase to entice them to come and buy again – doing this was cannibalising on their future revenue as a percentage would have bought again anyway without the discount. By testing the impact of the date of the offer of a discount they were able to increase second purchase average order value without impacting the repeat purchase rate.

To understand more about harnessing the customer journey, Treasure Data have published a guide to ‘The State of Customer Journey Management’ which will prove useful on your quest to know and understand your customers.

It will help enable your business to regain the customer centricity you need to provide that incredible brand experience.

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Diversity in advertising: the art of being self-aware and giving a damn

IN PARTNERSHIP WITH OPINIUM WRIT TEN BY ANDE MILINY TE SENIOR RESE ARCH MANAGER

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Diversity. A powerful and sometimes paralysing word, one that is both heralded and feared by brands.

Often, diversity is feared to such an extent that it leads to inaction – but when action does happen, it’s often through stereotyping or tokenism.

But in 2022, after a few years in a global pandemic and a spotlight on racial issues, diversity should be a hygiene factor.

The most obvious signal of diversity for brands is the one that goes straight to the consumer – advertising. Don’t get me wrong, diversity in advertising does exist. But visible presence is not enough – just because you have diverse groups of people in your advertising, doesn’t mean you are being representative or inclusive.

No one wants to be Volkswagen, for example, who in May 2020 had to apologise for their new car ad that showed a pair of

Diversity in advertising

giant white hands flicking a black man into a café called “Petit Colon” – French for ‘little colonist’.

They only realised their ‘mistake’ when it was pointed out to them by outraged consumers. An internal investigation within VW revealed that while there was no ‘racist intent’, there was a lack of ‘intercultural sensitivity’ and diversity within their marketing department, hence why the racist connotations were not detected before the video aired.

But there are brands out there that are already doing diversity well – and they’re doing it by bringing self-awareness to the table.

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in partnership with Opinium

In 2018, Google brought in the Geena Davis Institute on Gender in Media to carry out a deep-dive into the quantity and quality of diversity in their marketing campaigns.

What they discovered was lots of racial diversity – but not enough socioeconomic diversity. “Everyone looked like they worked in tech and lived in hip, urban neighbourhoods”, Google’s chief marketer Lorraine Twohill noted.

However, gender representation was also amiss: “My team brought me a new campaign to review. Dad was cooking in

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the kitchen. Great! I was proud that they had flipped a stereotype. But the next image showed he was there because mom was in the hospital having a baby. Sorry, dad, but we had to reshoot. Mom was away because she was on a business trip.”

Aware of their lack of representation, Google launched a training course to tackle diversity in its campaigns, and by June 2018, 90% of the company and 200 of its agency partners had completed the course.

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At the end of the day, diversity, especially in advertising, is not difficult to achieve.

All we need to do is be aware, empathise, and speak up. And that’s a hell of a lot easier to do if you have diverse people in your team to call you out on it, and an environment in which calling out inequality is not just acceptable but encouraged.

SOURCES

Four lessons we’ve learned, sometimes the hard way, about inclusive marketing Google case study emt.io/3J7AdPS

Most people ignore advertising because advertising ignores most people Bob Levenson, DDB Advertising Director

Diversity in advertising

ISBA Diversity in Advertising quarterly tracker emt.io/36YAs2G

Opinium’s Multicultural Voices USA report emt.io/3x8IwJb

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Building brand worlds Two years of uncertainty has shifted what people know, and more saliently, what they now expect from brand experience.

As the world has grappled uncharted times through the pandemic we’ve witnessed audiences being more open to and embracing change like never before. In parallel, whether through choice or necessity, we’ve seen brands thinking differently, being creatively brave, adapting and ultimately pushing boundaries.

For brands to win, the entire ecosystem needs to now be re-EQ’ed, and as such, 2022 is set to be an exciting and critical year as the forward-thinking brands and agencies build on these new foundations creating experiences, campaigns and relationships that better reflect the world we live in today.

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IN PARTNERSHIP WITH AMPLIF Y

WRIT TEN BY JONATHAN EMMINS FOUNDER + GLOBAL CEO

After two years of restrictions, audiences are eager for a break from the mundane and crave escapism more than ever. They want to be entertained, to learn and feel inspired once more and most of all, they want to share feelings of joy and togetherness again. Yet as restrictions lift, the concept of freedom has evolved - there’s been a fundamental shift in awareness around the societal impact of individual choices and we need to be prepared for anything.

Take the youth market as an example, an early adopter audience where key trends are made and formed. The pandemic disrupted how they live, study and socialise together, stifling a lot of infrastructure and rites of passage for young people. Now, like a lot of the population, they’re very much ready to catch up on the experiences that simply weren’t possible over the past two years.

Building brand worlds

And, across the business landscape, the pandemic has fast-tracked change; inconvenient, occasionally irreversible, but undoubtedly innovative. The world is a different place…with a need for new ways of working, doing business, educating and entertaining. While the year ahead inevitably promises fresh flux, this brings with it new possibilities for business experiences to re-write the status quo.

With brand experience evolving, it’s creating new opportunities and new places to play, enabling integration like never before. At the same time this is challenging brands to take a fresh approach to creativity, culture and collaboration as narratives are told, shared and enjoyed across multiple channels.

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in partnership with Amplify

STATS & QUOTES

91%

of consumers reported that they would be more inclined to purchase the brand’s product or service after participating in a brand activation or experience, and 40% felt they become more loyal to the brand

81%

of brands believe their experiential budgets will match or exceed their pre-virus levels EventTrack 2021, largest annual research on experiential and event marketing emt.io/3KaJ0Su

“

Amplify and others are part of a movement of sorts. It’s one that prioritises storytelling and experiences, and has about as much in common with traditional digital advertising as WhatsApp does with airmail. It’s a philosophy that wants to turn buildings blue and the world neon, where the line between public space and brand messaging has been erased, preferably replaced by a swoosh.

3D advertising, the Newest Outdoor Innovation The Washington Post | 2021 emt.io/3DEazkO

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63%

of event planners expect to utilise a hybrid event format in the future The State of the Event Industry 2021 emt.io/3J78Rtk

76%

of those asked are willing or actively planning to engage with a metaverserelated brand or platform in the next 12 months Screenwear paper

by Virtue (Vice) | 2022 emt.io/3xa3hUv

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in partnership with Amplify

New Places to Play: PlayStation® turns the world blue for their biggest console launch yet…

The pandemic has expedited changes long overdue in the world of brand experience - allowing brands to push creativity, innovation and integration harder than ever before. With live mainly off the table in 2020, many brands saw this as an opportunity to challenge old restrictive formats and assumptions and find new places to play.

Typically, a console launch moment is a celebration the entire player community can experience, but with much of the world in lockdown for the launch of PlayStation 5, Sony Interactive Entertainment needed to reimagine how to excite their fans even though physically they were apart, and create a moment everyone could experience despite being seen by few in real life.

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The global ‘Play Has No Limits’ launch created a global cultural moment harnessing the anticipation ahead of the PlayStation® 5’s launch in a way that magnified the campaign through a shared experience that brought the global gaming community together.

Bringing the ‘Play Has No Limits’ global launch campaign to life, creating a coloured thread that lit the world blue, one region at a time.

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The campaign spanned 25 countries and regions and five continents. On the eve of PlayStation® 5’s launch iconic locations including New York’s Times Square to Dubai’s Burj Khalifa and Venice’s St Mark’s Square were transformed into mesmerising immersive and anamorphic cinematic shows designed to break through the screen.

Delivering the first globally coordinated social campaign in PlayStation® history, the experiences were filmed as they went live. Films were edited and posted on social channels within 8 hours of activation, celebrating the console’s arrival and receiving over 24 million global views and resulting in being PlayStation®’s most successful launch to date.

Playstation PS5 Global Launch Amplify emt.io/3r11Bcp

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in partnership with Amplify

Building Brand Worlds: Netflix blurs the lines of IP for the launch of La Casa de Papel’s final series…

With the growing global dominance of global film and gaming franchises, driven by powerful narratives and easily accessed and streamed wherever you are in the world, we had already begun to witness these stories being told in different ways and across multiple channels harnessing the power of the fans.

Ahead of the launch of the fifth and final season of the high-octane hit series, ‘La Casa De Papel’ (Money Heist), Netflix wanted to find a way to promote the release, putting viewers and fans at the heart of the activation.

Having seen the incredible impact Money Heist has had on people and culture around the world, the mission was to create a funpacked, emotional and interactive

experience-led campaign, with a multi-channel comms approach, that spanned events, broadcast, a TVC, PR, social and OOH. To do this two world-building formats were developed built ‘with’ and ‘for’ the fans, enabling Netflix to reach a more mainstream audience and create peaks of conversations right until the final broadcast and beyond.

La Casa De Papel: The Biggest Fan Amplify emt.io/3u8SKaA

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The format-busting IRL-meetscontent fully-integrated phased campaign mobilised Money Heist’s devoted fanbase, recognising and rewarding them in a European search for ‘The Biggest Fan’. Over 56,000 applied, culminating in a show that blurred the lines between reality shows and cinema style production values, and contestants and cast literally rubbed shoulders.

To celebrate the show’s legacy ‘El Legado’ was a 90-minute premiere and talkshow-style event in Madrid. Livestreamed globally in 10 languages, it was attended by writers, directors and the entire cast plus 5,000 fans, guests and influencers with cameos from celebrity fans including Ed Sheeran.

In total over 10 million fans globally watched the livestream, broadcasts or content created.

La Casa De Papel: El Legado Amplify emt.io/3Kc08Y0

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New Ways to work, new ways to do business: Pinterest’s Creator’s Festival

Pre-pandemic business audiences, having enjoyed rich and immersive B2C experiences, have long craved the same for B2B. The big tech brands were quick to respond providing bigger, more immersive, informative and ultimately fun B2B experiences.

During the pandemic, this trend was repeated online as while several brands initially ported their B2B launches and conferences online with minimal consideration to the onscreen experience, tech companies led the way, showcasing TV and broadcast style and quality formats to capture attention, enabling audiences to get to the information they need quicker and more effortlessly.

This is a trend that is here to stay, as brands now. In order to convince creators that Pinterest is more than just a place to save, it’s a place to create, the brand launched Pinterest Creator’s Festival - a premium, content-rich digital experience created both ‘with’ and ‘for’ the creator community that ultimately led to creation on the platform.

Pinterest Creators Festival Amplify emt.io/3Jb5RMq

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The brand’s global broadcast was designed to be an ‘appointment to view’ with beautiful cinematography, stunning graphics and filled it with personality, stories and creativity, eschewing the conventions of online conferences and combatting Zoom fatigue.

Taking a collaborative, creator-first approach, the experience shone the spotlight on creators around the world, handing over the mic and asking them to share their definition of success, how the platform has helped them and weaving in product and brand messaging through their stories of making it.

Building brand worlds

Following 30 shoots in just 12 days, spanning Colombia to Japan, pulling in a global team of creators, some of Pinterest HQs most important voices and global megastar Megan Thee Stallion. Combining the best of a global and local approach, six one-hour market specific shows were created and broadcast across four time zones, catering for audiences in the US, Canada, UK, France, Germany and Australia.

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in partnership with Amplify

The Media is the Message (again): Amazon Prime Video’ global anamorphic ‘The Wheel of Time’ launch

From Playstation using cities as canvases through to Fortnite dropping clues across key DOOH sites from New York to Tokyo ahead of the launch of Chapter 3, we’re witnessing interesting advancements in the world of outdoor as we emerge from the pandemic, fuelled by advances in technology and the ease and keenness for fans to share through social media.

To mark the premiere of the epic new fantasy series The Wheel of Time, Prime Video tasked Amplify with delivering a never-before-seen launch moment that would inspire a global audience.

Designed to grab audience attention both in situ and online, blurring the lines between content, DOOH and experiential like never before, the groundbreaking illusion launched

simultaneously at high-profile sites across Amazon’s key markets including London, New York, Tokyo and Stockholm. Viewers were immersed in a battle between the ‘Light’ – Rosamund Pike’s character Moiraine – and the ‘Dark’ – an evil Fade, commander of the dark army – as the two appear to break the fourth wall and interact with our IRL environments

‘The Wheel of Time’ global anamorphic launch Amplify emt.io/3NHODKl

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Innovating to break the format of DOOH and give the idea the scale and impact Prime Video needed to make this their biggest premiere ever, Amplify worked in collaboration with Amazon Studios, accessing both the VFX artists and the CGI models used on the show. An intricate live-action shoot with star Rosamund Pike was combined with show quality VFX and bespoke 3D animation tailor made for each site, resulting in the world’s first liveaction anamorphic DOOH campaign.

Building brand worlds

The campaign captured the imagination of viewers around the world, garnering media coverage in titles including Forbes, The Daily Mail and The Washington Post, and with over a million organic social shares, the campaign catapulted The Wheel of Time towards becoming the most watched series premiere of the year on Prime Video.

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Learning points THE YE AR OF E XPERIMENTATION

01

As the world of experiences gets more expansive and integrated, this demands a new approach to creativity - and one that challenges the old restrictive formats and assumptions. Don’t be scared to give things a go this is the time for experimentation. Audiences are open. Fortune favours the brave, and those brands that are both agile and bold enough are already beginning to prevail.

EVERYONE’S INVITED

02

Dabbling with the latest tech to augment experiences is nothing new, but across the past two pandemic years, tech became the experience, breaking geographical and generational boundaries, yet simultaneously showcasing inclusivity and exclusivity. With IRL an option once more, this is the time for marketers to break the format as consumers, spoilt for choice, will be more demanding in how and when they choose to interact with experiences – whether to attend, tune-in or consume through content and social channels.

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BUILD BR AND WORLDS

03

The world is fast-moving and 3D and real, yet so many brand guidelines remain 2D and static. Good ideas should travel and experiences are only as good as the extent to which they can be amplified. This requires a campaign mentality applied at every level. Placing narrative design and storytelling at the heart of everything you create ensures you remain cohesive and cut through regardless of channel. The key is to keep the brand moving, dynamic and evolving.

EVERYONE’S INVITED

04

More than half a century on, the medium is the message has taken on a whole new meaning. Amid a global lockdown, PlayStation lit the world blue, one region at a time, through a launch that spanned 25 countries using cities and landmarks as a canvas. Now as we step back into IRL, Hollywoodquality filming, broadcast, digital out of home and physical experience collide for Amazon’s launch of Wheel of Time.

Finally, we can’t write on the future of experience without mentioning the metaverse.

While Web 3.0 is in its infancy, it will open up a world of possibilities, particularly for Generation A, aka your kids, who are growing up with it.

Think Roblox and Animal Crossing. Before we jump on the bandwagon of the 3D internet, as is invariably the case with any emerging tech, we need to take a moment to identify the audience’s need, brand relevance, formulate a position and take some meaningful initial steps. Brands will be wise to remember it’s a long-term commitment, not a tactical, one-off on-pack promotion.

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Sustainability – from strategy to storytelling There is no doubt that the headlines we read regarding climate change and short-sighted corporate practices can be overwhelming at the best of times.

Planting trees isn’t enough anymore: consumers are increasingly savvy about the concrete actions companies must take to be more sustainable. People are particularly sensitive to greenwashing, where companies share misinformation regarding their own environmental strategies. Some adverts have even been banned by the Advertising Standards Authority for making misleading environmental claims.

Climate action can no longer be a trend or a buzzword: it is now an imperative.

Constant legislative changes, the 2015 Paris Agreement, COP26, and expectations from employees, customers, and other stakeholders are all driving companies to refocus their perspective

and aim for change. With net zero target dates looming in sight, it is a crucial time for businesses to embed sustainability frameworks throughout their organisations.

Only once the sustainability strategy is in place is it the time to develop the messaging and the proof points that will sit behind it. Storytelling is built on strategy as its foundation. By being transparent and authentic about your sustainability journey, you can avoid greenwashing.

This means sharing ambition levels, goals and progress, as well as missed targets or shortcomings, and possible new pathways taken in response to a changing landscape. Having honest conversations with your stakeholders can foster trust, spark inspiration, and kindle enthusiasm.

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G ATHER INFORMATION AND USE A FR AMEWORK

02

Dabbling with the latest tech to augment experiences is nothing new, but across the past two pandemic years, tech became the experience, breaking geographical and generational boundaries, yet simultaneously showcasing inclusivity and exclusivity. With IRL

an option once more, this is the time for marketers to break the format as consumers, spoilt for choice, will be more demanding in how and when they choose to interact with experiences – whether to attend, tune-in or consume through content and social channels.

FULLY UNDERSTAND WHAT SUSTAINABILIT Y ME ANS TO YOUR COMPANY

03

Sustainability has become an umbrella term which can mean everything and nothing. One definition of sustainable development from the 1987 Brundtland Report is: “…development that meets the needs of the present without compromising the ability of future generations to meet their own needs.” A company’s sustainability strategy should be developed after

Sustainability – from strategy to storytelling

listening to all key stakeholders, and then embedded throughout the organisation through inductions, trainings and KPIs. This means that the marketing and communications team, whether internal, outsourced, or both, will have the knowledge and facts to hand requisite to being honest and open, which is key in avoiding greenwashing.

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in partnership with Grain Sustainability

It should be a mission for businesses to become champions for people and the planet.

17 Sustainable Development Goals, introduced by the United Nations in 2015, with an aim to achieve them by 2030. The SDGs provide a globally-recognised framework which can be a powerful communications tool.

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4000+ The number of Certified B Corps worldwide. These are for-profit companies which have changed their legal structure or documents — e.g. Articles of Association in the UK — to reflect a commitment to consider impact on all stakeholders, not only shareholders.

Grain gained B Corp certification in January 2022.

1% of turnover donated to environmental non-profits by members of 1% for the Planet. In the UK and Ireland, there are currently more than 600 business members, around 90 individual members, and nearly 300 nonprofit partners. Grain is one of the longest-standing members in the UK, having joined in 2008, and serves on its UK & Ireland Steering Committee.

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Plastics Europe Plastics Europe emt.io/3DG83u8

SET TING

Plastics Europe is a leading trade association representing plastics manufacturers.

Stakeholders include members, employees, value chain partners (plastics recyclers, plastics machine manufacturers, and plastics converters), governments, academia, nonprofits, the media, brand owners (plastics customers), and end consumers.

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STR ATEGY

STORY TELLING

In the past few years, the organisation has been on a journey of transformation and in early 2021, it redefined its purpose: to be a catalyst for the plastics industry accelerating sustainable solutions valued by society. The newly defined brand attributes are: trusted, sustainable, collaborative, and human. The strapline, ‘Enabling a sustainable future’ conveys the organisation’s purpose and positions the role of plastics in society.

After developing the brand strategy and strapline, Grain Sustainability created a visual identity made up of five arms which come together in a star shape, representing collaboration and dynamism. The new website caters to different users: from members reading the latest research to academics interested in the role of plastics in renewable energy, construction, transport, food safety, and healthcare.

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Sea Green Sea Green emt.io/3Kee2cf

SET TING

Through data insights and community empowerment, tech start-up Sea Green is making revolutionary advances in the seaweed industry, raising the bar with insights, innovation, and transparency. The organisation is accelerating financial inclusion, catastrophe resilience and sustainable practices for seaweed farmers. The Sea Green app unlocks true potential for local communities: it is educational and commercial, providing information to enable sustainable livelihoods and strengthen household resilience. By focusing on seaweed as a commodity, the solution further delivers environmental benefits including water quality enhancement, biodiversity gains and carbon sequestration.

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STR ATEGY

STORY TELLING

Sea Green directly contributes to 13 of the 17 Sustainable Development Goals.

Grain Sustainability helped narrow the focus to four of these: Zero Hunger (SDG 2), Decent Work and Economic Growth (SDG 8), and Climate Action (SDG 13).

Grain helped define the audience groups, analysed the brand landscape, and determined the positioning of Sea Green. The new brand strategy and the strapline, ‘Making seaweed work for everyone’, came to life in an investors’ concept deck showing how Sea Green delivers on the triple bottom line of people, planet, and profit.

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Floreon Floreon Case study by Grain Sustainability emt.io/3uLQ4i4

SET TING

It’s not so easy to market a ‘biodegradable, renewable and compostable polylactic acid blend.’ This sustainable plastic was born out of a Knowledge Transfer Partnership between CPD PLC and The University of Sheffield, but it needed a name and brand — a story — to have a chance at being successfully launched as an alternative to fossil-fuel based virgin plastics.

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STR ATEGY

STORY TELLING

Floreon is memorable and recognisable.

Following the development of the brand strategy, Grain created the name, derived from the Latin florens (flourishing) and aeon (age). The new visual identity also features a kitemark, an ‘F’ in a leaf shape, which could eventually be stamped on products made from the sustainable plastic to differentiate them from fossil-fuel plastics in recycling streams.

The strapline, Transforming Packaging, appeared in the launch brochure which was die cut in the same leaf shape of the kitemark. This publication detailed the material’s environmental credentials and featured a concept water bottle designed by Sebastian Conran.

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Catwalk Club Catwalk Club Case study by Grain Sustainability emt.io/3K7rAGo

SET TING

A forward thinking entrepreneur, looking to brand a new luxury handbag rental platform.

The aim was for customers to affordably hire prestigious handbags for special trips or occasions, accessorising according to changing seasons and fashions without the cost and commitment of ownership.

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STR ATEGY

STORY TELLING

Sustainable consumption and the sharing economy are at the core of the brand. The handbags the clients rent add a special touch to their ensembles, and they feel joyful and confident knowing that they look amazing whilst contributing to a sustainable and affordable sharing economy. Furthermore, clients receive a concierge level of service at accessible prices.

Grain analysed the competitive landscape and developed a comprehensive brand strategy.

After creating the name, Catwalk Club, and the strapline ‘Fashion Forward Thinking’, Grain designed the visual identity and art directed a series of bespoke illustrations to be featured on social media and on the website.

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Learning points IDENTIF Y, AND THEN LISTEN TO YOUR STAKEHOLDERS

01

The 20th-century concept of companies existing for the benefit of shareholders is short-term, for the few, and extractive. The 21stcentury concept of stakeholder value is the opposite: it’s long-term, for everyone, and regenerative. Start by mapping your stakeholders, which may include employees and prospective employees, customers and end customers, suppliers,

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industry bodies, shareholders, other partners, media, governments, and non-profits. Then you can undertake a materiality assessment (identifying which issues are most material in the sense of most important) by getting stakeholders’ views and evaluating them against the economic, environmental, and social significance of the specific issues.

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G ATHER INFORMATION AND USE A FR AMEWORK

02

Dabbling with the latest tech to augment experiences is nothing new, but across the past two pandemic years, tech became the experience, breaking geographical and generational boundaries, yet simultaneously showcasing inclusivity and exclusivity. With IRL

an option once more, this is the time for marketers to break the format as consumers, spoilt for choice, will be more demanding in how and when they choose to interact with experiences – whether to attend, tune-in or consume through content and social channels.

FULLY UNDERSTAND WHAT SUSTAINABILIT Y ME ANS TO YOUR COMPANY

03

Sustainability has become an umbrella term which can mean everything and nothing. One definition of sustainable development from the 1987 Brundtland Report is: “…development that meets the needs of the present without compromising the ability of future generations to meet their own needs.” A company’s sustainability strategy should be developed after

Sustainability – from strategy to storytelling

listening to all key stakeholders, and then embedded throughout the organisation through inductions, trainings and KPIs. This means that the marketing and communications team, whether internal, outsourced, or both, will have the knowledge and facts to hand requisite to being honest and open, which is key in avoiding greenwashing.

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Metaverse: a branding revolution?

So, what is it?

‘The Metaverse’ conjures all sorts of images: from people plugged into computers with headsets and headphones, to quirky ‘avatars’ that can be customised to the user’s taste, to consumers shopping for clothes in a shopping centre they can virtually ‘walk’ through.

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The term tends to describe a combination of rapidly developing technologies, incorporating virtual and augmented reality, enhanced video and greater internet speeds, all of which combine to create a virtual world in which users can virtually live their lives.

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Brand spanking new marketing opportunities For the brands willing to embrace the Metaverse, a host of opportunities present themselves.

Without physical constraints, brands can move beyond 2D experiences and billboards to a new type of consumer interaction.

Consumers will be able to walk through, hear, feel and even touch the adverts they encounter; creating a whole new depth of advertising experience. Any consumer with the technology will be able to do this from across the world. From their own homes.

Metaverse: a branding revolution?

Another opportunity is for brands to issue unique NFT collectibles. In a world where human interactions become increasingly virtual, the value of owning exclusive virtual products is apparent. Imagine: meeting your friends virtually with an ‘avatar’ that has your favourite purse. There is no need to imagine; it is already happening. Last year, a virtual Gucci bag sold for $4,115, while the same physical bag sold for $3,400.

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Metaverse means Metachallenges: from verifying brands to identifying infringers

New technology also inevitably brings challenges. A question for brands is how will consumers be able to distinguish them from imposters? Possible options include a social media ‘verified tick’ equivalent, or virtual certificates of authenticity from providers of the virtual world.

The answer is unclear, although perhaps blockchain technology holds the answer. In 2021, several luxury brands including LVMH, Cartier and Prada, joined together to create a blockchain tool to verify the authenticity of their goods, to prevent counterfeiters, and to make their products easily traceable.

Using blockchain to develop authentication tools in the Metaverse seems like a logical next step.

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Another challenge will be identifying counterfeiters. In a virtual world that easily allows people to use privacy tools such as VPNs, pseudonyms and even online avatars, brands may find it increasingly difficult to enforce their rights. Something as simple as identifying who to sue may be practically impossible. Even if an infringer is identified, where would legal action be brought? In the brand’s, infringer’s, or some other jurisdiction? The answer is unclear.

Being in its infancy, the Metaverse seems to provide more questions than answers at the moment. One thing is clear though: it will create a new world of opportunities (and risks) for the brands willing to explore it.

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• The world of the Metaverse was estimated to be worth $47 billion in 2020. This is expected to grow to $828 billion by 2028, growing at an astronomical annual rate of over 40%.

• The Metaverse has existed for some time. Games such as Fortnite and Roblox have allowed users to immerse themselves in the virtual world of the Metaverse for years, while companies like Microsoft, Meta and Nvidia rapidly build up the infrastructure of the Metaverse.

• Global NFT sales rose from $94 million to nearly $25 billion between 2020 and 2021. Brands such as Adidas and Marvel offered NFTs for the first time – McDonald’s even released an NFT paying homage to its ‘McRib’.

• Criminals are also plugging in to the Metaverse. In 2021, a game called ‘Evolved Apes’ was marketed on an NFT marketplace, but never released. The anonymous developer, the game’s official website and Twitter account all then disappeared, together with €2.3 million of investor funds.

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Green advertising – is all as it seems?

In recent years, there has been an increase in consumer demand for products and services that are ‘environmentally friendly’ or that are produced or delivered via more sustainable methods. Such demand is driving businesses to offer more products and services that either reduce harm to, or have a positive effect on, the environment.

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IN PARTNERSHIP WITH CMS LEG AL

To attract environmentally conscious consumers, some brands may be drawn into overstating the environmental benefit of their products. In doing so, brands may be penalised for misleading advertising or making unsubstantiated claims if the reality isn’t as ‘green’ as claimed.

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The Competition and Markets Authority (“CMA”) is commencing a compliance review of businesses in early 2022, which is initially likely to focus on textiles and fashion, travel and transport and FMCG. The Advertising Standards Authority (“ASA”) will also play a key role in monitoring environmental claims and continues to clamp down on misleading claims.

The UK Code of Broadcast Advertising (“BCAP”) Code requires that the basis of environmental claims must be clear, and any absolute claims regarding sustainability or positive environmental impact must be supported by a high level of substantiation. However, in practice, producing supporting evidence to meet this high level of substantiation can be difficult, and brands should be wary of this.

So where does this leave brands going forward? When making an environmental claim, brands should consider (i) what consumers would understand the references in the ad to mean (ii) whether the claim is clear and (iii) whether the claim can be substantiated with a sufficient level of supporting evidence, scientific or otherwise.

Is your claim as ‘green’ as it seems?

Remember – environmental claims must: 1

Be truthful and accurate

2

Be clear and unambiguous

3

Not omit or hide important information

4

Only make fair and meaningful comparisons

5

Consider the full life cycle of the product or service

6

Be substantiated This is an increasingly hot topic for regulators. Don’t end up in hot water.

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CONSIDER THE FULL LIFE CYCLE OF THE PRODUCT OR SERVICE

The ASA banned an advertisement which included a claim that a milk alternative was “GOOD FOR THE PLANET” on the basis that this claim could be interpreted in more than one way and the ad was therefore ambiguous.

The analysis provided in relation to the milk alternative also did not assess the environmental impact of that product’s entire lifecycle, including, for example transport, packaging and retail.

BE TRUTHFUL AND ACCUR ATE

Recently, the ASA banned an advertisement for bottled water which included a claim that the product was a “100% recycled & recyclable bottle”, on the basis that the claim had not been

substantiated and was therefore misleading. The claim was in breach of the BCAP Code, because neither the cap nor the label was made from recycled material.

BE CLE AR AND UNAMBIGUOUS

An advertisement for a bottled drink which included a claim that the product was “100% RECYCLED” was banned by the ASA, despite being supported with an asterisk that indicated to consumers that there was a qualification that should be read in conjunction with the claim.

Green advertising: is all as it seems?

The ASA deemed that the qualification was insufficient to counter the impression that all parts of the bottle were made entirely from recycled materials and accordingly the claim was misleading.

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Influencers: the future of advertising Influencers, affiliate links, paid partnerships, brand ambassadors: all terms that 10 years ago wouldn’t have been part of the average person’s vocabulary.

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IN PARTNERSHIP WITH CMS LEG AL

Influencer culture has gained popularity over the last decade, leading to more businesses investing in influencer created content, as a cost-effective way of fostering brand relationships and bridging the gap between a brand and its target market via social media. Ingenious, right?

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The legal world has adapted to these new methods of advertising, with the Advertising Standards Authority (ASA) releasing guidance to influencers and brands on how they can take advantage of these new avenues within the regulations imposed by the Committee of Advertising Practice’s (“CAP”) Code.

The CAP Code requires that marketing communications must be obviously identifiable as such, hence #ad and #gifted.

However, influencers and brands must be careful with hashtags.

Embedding a #ad into a sea of hashtags will not be sufficient to make the communication obviously identifiable. Top tip: influencers should use this hashtag at the top of their post in order to make a marketing communication clear and obvious.

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Many influencers have faced backlash over the years, with the ASA issuing rulings against them for failing to reveal paid advertisements, or make them sufficiently clear and obvious.

Recently, in a step to tackle repeated failure to disclose ads, the ASA has published a list of named influencers, including many reality stars turned influencers, who have repeatedly failed to abide by the CAP Code. This could turn customers away from brands associated with these influencers, thereby severing the relationship between brand and influencer.

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With a large proportion of advertising being shifted into the social media space, platforms have needed to adapt.

Instagram has been a front runner in the influencer advertising world, with ‘paid partnership’ labels, reminders to label content as ‘branded’, and ‘shop’ links, allowing businesses and influencers to link directly to the products.

These developments are encouraging for brands, as they can ensure safe and compliant advertisements on social media, and take advantage of influencer advertising.

So what does this mean for advertising going forward? With more and more brands shifting their focus to the influencer space we can expect to see more influencer advertising, and more platforms adapting their processes to maximise returns from branded content.

Social media is no longer ‘just for fun’.

RECOMMENDED

STATISTICS

RESOURCES

An Influencer’s Guide to making clear that ads are ads emt.io/3x3LFtv

ASA Report into Influencer Ad Disclosure on Social Media emt.io/3LBLU36

The CAP UK Code of Non-broadcast Advertising and Direct and Promotional Marketing emt.io/3j01yJr

In March 2021, the ASA found that advertising rules were being followed only 35% of the time, out of a sample of 122 UK-based influencer accounts emt.io/3LwA6iC

Brand Network Brand Network is an exclusive agency-free community for business, marketing and communications leaders. We work with established and emerging consumer and B2B brands across an eclectic array of sectors.

Our exclusive network provides insight, information, and inspiration through exceptional content and engaging events.

Free from agencies and journalists, with no sales pitches or hidden agendas.

We facilitate open and honest discussion, creating a welcoming community in which everyone helps each other learn and develop.

We help great brands be greater. We help exceptional people grow.

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Brand Network is run by the Academy of Chief Marketers, a unique offering for Chief Marketing Officers or Heads of Marketing and Brand to have access to a personal and professional development forum for expert learning, peer to peer insights and support.

Imagine being able to confidentially pose questions about campaign tactics, team management and agency issues with a group of highly qualified peers who can provide invaluable ideas and insights which you can take back into your business the very next day.

As well as this, we have our social topically driven round table private dining events which facilitate great networking, insights and collaboration opportunities.

We enable marketers and brand leaders to realise their full potential in both personal development and their brand goals.

Invitations to The Academy of Chief Marketers meeting days for personal and professional development set in a workshop setting for expert learning, peer to peer insights and support.

Brand Network

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Our partners

Dynata is the world’s largest first-party data and insights platform. With a reach that encompasses 62+ million consumers and business professionals globally, and an extensive library of individual profile attributes collected through surveys, Dynata is the cornerstone for precise, trustworthy quality data.

The company has built innovative data services and solutions around its robust first-party data offering to bring the voice of the customer to the entire marketing continuum – from strategy, innovation, and branding to advertising, measurement, and optimization.

Dynata serves nearly 6,000 market research, media and advertising agencies, publishers, consulting and investment firms and corporate customers in North America, South America, Europe, and Asia-Pacific.

Antonia Maneta Director antonia.maneta@dynata.com +44 7976 251 712

As a futurist, Keith’s passion and experience is in Strategic Leadership, Global Trends, Diversity (Leading Difference) and the development of individuals and teams.

Keith is a founding partner of TomorrowToday Global and works globally with leading Business Schools and blue-chip companies in helping executive leadership teams see and understand the implications and meaning of change. His clients include Boeing, Aramco, Nestle, Credit Suisse, Rio Tinto, HSBC, Coke Cola, Ericsson, Ipsen, Generali, Engie, FNB and Vodafone to name but a select few. Keith has vast international experience having presented, taught, presented, and consulted on leadership and related topics at conferences, business schools and companies in over 60 countries.

Keith works closely with London Business School, the East West Center (Hawaii) and the US Institute.

Keith Coats Global Leadership Thinker & Futurist tomorrowtodayglobal.com

www.dynata.com

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Treasure Data was built to radically simplify customer data management and help brands transform customer experiences by identifying, engaging, and acquiring customers efficiently in a flexible, scalable, and secure environment.

Founded in 2011 with a deep heritage data management, the award-winning Treasure Data CDP unifies customer data across silos at scale. The highly configurable platform has comprehensive connector network that evolves with your existing technology stack to futureproof all customer data initiatives.

Treasure Data helps over 400 customers, including some of the world’s most recognizable brands generating new data opportunities.

Treasure Data’s sophisticated cloud-based customer data platform empowers companies to responsibly collect and understand massive amounts of data, transform their business, and create new customer experiences Andrew Stephenson Director of Marketing EMEA & India

Founded in 2007 Opinium is an award-winning strategic insight agency built on the belief that in a world of uncertainty and complexity, success depends on the ability to stay on the pulse of what people think, feel and do. Creative and inquisitive, the Opinium team is passionate about empowering clients to make the decisions that matter.

Opinium works with organizations to define and overcome strategic challenges – helping them to get to grips with the world in which their brands operate. It uses the right approach and methodology to deliver robust insights, strategic counsel, and targeted recommendations that generate change and positive outcomes.

Molly Maclean Research Manager +44 (0) 20 7566 3190 www.opinium.com

www.treasuredata.com

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Amplify is a global creative agency, specialising in culture and experience.

Named both Campaign’s ‘Brand Experience Agency of the Decade’ and ‘Global Experience Agency of the Year’, Amplify works with some of the world’s most forward-thinking and progressive brands including; adidas, Airbnb, Google, Netflix, Pinterest, PlayStation, Porsche and Spotify, creating campaigns and experiences that join the dots between people, brands and culture.

Headquartered in London but operating all over the globe, Amplify also has hubs in Sydney, LA and Paris. The agency is also the creative mind behind Young Blood, a research platform focused on modern youth culture.

Jonathan Emmins Founder & Global CEO +44 (0) 20 7382 6222 www.weareamplify.com

The mission of Grain Sustainability is to help businesses become champions for people and the planet. This aim to use business as a force for good is reflected in our status as a Certified B Corporation.

We provide companies with sustainability assessment, planning and implementation tools to create a positive impact on people and the planet, increasing stakeholder engagement and providing competitive advantage.

Grain was founded in 2002 as a branding, design, and communications consultancy and over the years we have shifted our focus to sustainability consulting, supported by our design and communications know-how.

Our clients represent many sectors from built environment, education, and manufacturing to fashion, pharma, and finance.

Madelyn Postman Director madelyn@grain-sustainability.com +44 20 8187 7040 grain-sustainability.com

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Ranked as the world’s 6th largest law firm, CMS combines 4800 lawyers, 43 countries, 75 offices worldwide. That means we can help service your business in almost any territory.

Size doesn’t necessarily mean expense though.

CMS offers business-focused, value-driven advice tailored to our clients’ needs, whether they are start-ups or the very biggest global brands.

The diversity and spread of our team means we have genuine expertise in almost all sectors and specialisms. Our UK firm is a full service firm, and houses one of the largest intellectual property, brand protection and advertising law teams in London.

Whatever your legal needs, we can help.

Joel Vertes Partner joel.Vertes@cms-cmno.com +44 20 7067 3133 www.cms.law

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