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TheVisionaryCEO’sGuidetoSustainability
BAiN&CMPANY
Acknowledgments
Fortheircontributionstothisreport,theleadershipteamofBain&Company’sGlobalSustainability&Responsibilitypracticewouldliketothankthefollowingpeople:ColinArmstrong,NickBaker,MadsBalsig,AndyBankert,StephenBertrand,JanBudde,MichelleCarroll,ChristinaCerezo,RickClerx,CarlosCruz,KatrinaCuthell,FrancescoD’Angelo,PrashantDas,DiegoDepetris,JoeyDeRosa,MagaliDeryckere,SimoneDoms,KatherineDuceman,EmilyEmmett,AdamFrey,RainaGandhi,SheenaGarg,LudovicaGianni,ChristianGraf,IshitaGupta,JimHarris,MollyHart,AndreaIsabella,KrystleJiang,AustinKim,MichaelKochan,SuneKok,EkaterinaKuznetcova,SophieLadousse,AdeleLam,RafaelLam,EthanLampert,XueLee,EmilyLeinbach,NataliaLejarraga,ArielLerner,LiviaLuzzatto,ClarkMeng,MilicaMilic,MarthaMoreau,LudovicaMottura,ChristinaMueller,DayleNel,TizianoPaci,OnaizahPanhwar,AdamPapania,TracyParker,LesliePeng,TanjaPick,AndrewPontti,DaniRosen,JoeScalise,LisaSchold,JasonScuglik,GabrieleSessa,DeekshaSharma,TamarSifri,DaneSmith,AliceSong,IngoStein,KhushbooSultan,TiiramSunderland,HimadriSuri,JoeTan,SonalTripathy,ClementienValk-Fabels,TarahWalker,KatieWare,andSelinaZhuang.ThanksaswelltoNanetteByrnes,DavidDiamond,PaulJudge,andtheEditorialteam.
Thisworkisbasedonsecondarymarketresearch,analysisoffinancialinformationavailableorprovidedtoBain&Companyandarangeof
interviewswithindustryparticipants.Bain&CompanyhasnotindependentlyverifiedanysuchinformationprovidedoravailabletoBain
andmakesnorepresentationorwarranty,expressorimplied,thatsuchinformationisaccurateorcomplete.Projectedmarketandfinancialinformation,analysesandconclusionscontainedhereinarebasedontheinformationdescribedaboveandonBain&Company’sjudgment,andshouldnotbeconstruedasdefinitiveforecastsorguaranteesoffutureperformanceorresults.Theinformationandanalysishereindoesnotconstituteadviceofanykind,isnotintendedtobeusedforinvestmentpurposes,andneitherBain&Companynoranyofitssubsidiariesortheirrespectiveofficers,directors,shareholders,employeesoragentsacceptanyresponsibilityorliabilitywithrespecttotheuseof
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Copyright?2023Bain&Company,Inc.Allrightsreserved.
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TheVisionaryCEO’sGuidetoSustainability
Contents
TheQuestionsEveryCEONeedstoAskAboutSustainability
3
LeversofChange:Technology,Behavior,Policy
8
SellingSustainabilityMeansDecodingConsumers
9
DoesaPurposeHelpBrandsGrow?
15
LowerCosts,FasterAdoption:ClosingtheSustainableInnovationGap
21
TheFutureIsCircular:HowCompaniesCanPreparetoGrow
26
LeadingwithVision:HarnessingtheClimatePolicyResponse
31
SectorPerspectives
39
BuildingResilienceinYourBusinessStrategy:FourImperativesforLeaders
40
TheEnergyTransition’sOtherBigPuzzle:MakingtheMathWork
46
CanFoodandAgricultureCompaniesRaiseTheirGame?
53
Fires,Floods,andLoans:HowBanksCanDealwithIncreasingClimateRisks
60
MakingItHappen
67
BuildingaData-BasedStakeholderStrategy
68
OperationsandSupplyChainDecarbonization:
LowerEmissions,HigherPerformance
71
MakingBusinessDoBetterforEveryone
78
OrganizingforSustainability
86
ATalentStrategyforSustainability:SkillsMatter,butMindsetIsEverything......91
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TheVisionaryCEO’sGuidetoSustainability
Fromourglobalteam
Sustainabilityisabouttakingcareoffuturegenerationswhileensuringeconomicprogresstoday.Achievingitwillrequireunprecedentedchange.Wedon’tyethaveallthetechnologiesrequired,weknowhowharditistochangebehavioratscale,andweneedtonavigatearegulatoryenvironmentthat’softendifficulttounderstand.
Wedon’tclaimitwillbeeasyorwillcomewithouttrade-offs,butthisreportoffersasetofideas,strategies,andtoolsanchoredinpracticalrealitythatwebelievecanhelpleadersmaketangibleprogresstodayandtomorrowonthisvitallyimportantchallenge.
Fran?oisFaelli
GlobalSustainability
PracticeLeader,Brussels
JennyDavis-Peccoud
PracticeFounder,
Amsterdam
MarcLino
PrivateEquity,London
DavidKnipe
Resilience,London
HernanSaenz
Performance
Improvement&
Circularity,Dallas
JohnBlasberg
AmericasPractice
Leader,Boston
TorstenLichtenau
Carbon&Climate,
Chicago
CamilleGoossens
FinancialServices,Paris
AlasdairRobbie
TransitionRisks,London
AbhijitPrabhu
SupplyChain&
Operations,Boston
Jean-Charlesvan
denBranden
EMEAPracticeLeader,Brussels
JoshHinkel
Circularity,Dallas
HarryMorrison
ConsumerProducts,
London
KatherineDixon
Policy&Regulation,
Paris
EuanMurray
LifeCycleAssessment,London
KaranSingh
APACPracticeLeader,NewDelhi
SashaDuchnowski
FoodSystems,Chicago
MarioH?uptli
Retail&Luxury,Zurich
DaleHardcastle
CarbonMarkets,
Singapore
KarthikVenkataraman
Social,Washington
JulieCoffman
GlobalDEILeader,
Chicago
BrianMurphy
Energy&Natural
Resources,Perth
CateHight
EnergyTransition,
Washington
DebraMcCoy
SustainableInvesting,SanFrancisco
LeahJohns
Consumer,Lisbon
VikkiTam
GlobalSocialImpactPracticeLeader,
NewYork
NielsKoggersbol
Advanced
Manufacturing&Services,Copenhagen
GrantDougans
EnergyTransition,
Washington
MarthaMoreau
Water,Paris
MattiasKarlsson
CommercialExcellence,Stockholm
3
TheQuestionsEveryCEONeeds
toAskAboutSustainability
Onaverage,fewerthan40%ofcompaniesacrosssectorsareontracktomeettheirvarioussustainabilitycommitments,butit’spossibletonavigatethechallengingtrade-offswithvisionandpragmatism.
ByFran?oisFaelliandTorstenLichtenau
Itwasalreadyclearthatclimatechangeisreal,butit’sgottenalotmorerealoverthepastfewmonths.FromCanadatoGreece,fromIndiatoTexas,citizens,farmers,tourists,and,ofcourse,executives
arewitnessingtheclimatecrisisupclose.
Climatechangewillcreatediscontinuityfortworeasons:first,becausewewillhavetoadapttonewenvironmentalandsocialrealities,andsecond,becausewewillhavetochangeandinvesttopreventfurthercrises.
Thescienceisveryclear.Itwilltakeacombinationofnewtechnologies,newpolicies,andnew
behaviorstoaddressthenegativeconsequencesthattheexponentialgrowthachievedbyhumanshashadontheplanetandsociety.Thisisevidentforgreenhousegasesaswellasforotheraspectsofsustainability,frombiodiversitytowaterandhumanrightstoracialequity.
Ifthescienceisunambiguous,theimplicationsforsocietyingeneralandtheroleofcorporationsinparticulararestillbeingdebated,andfortherightreasons.Thisisnotjustaboutthemoneythatwillhavetobeinvestedtofundthegreentransition—$4.6trillionannuallyby2030toreachnetzeroby2050,theInternationalEnergyAgencyestimates.SincetheUnitedNationsdefinedsustainabilityin1987,ithasbeenclearthatreachingitsSustainableDevelopmentGoalswillrequireacarefulbalancebetweensecuringtherightfutureforthenextgenerationsandprotectingthewell-beingofcurrentones.
InancientGreek,thewordpoliticsreferredtomanagingthecity,andassustainabilitychallengestouchmoreandmoreofus,politicaldebateiseverywhere.Forcorporateleaders,theemerginganswersvary
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TheVisionaryCEO’sGuidetoSustainability
considerablydependingongeographyandindustry.EuropeispursuinganambitiouspolicyagendabutraisingquestionsaboutEuropeancompetitivenessvs.other,morecautiouseconomies.Whilesomeindustrieshavelineofsightintothingslikeaffordablenewgreentechnologiesandthepathtomorehumanesupplychains,othersseemstuckinanunsolvablepriceandregulatoryconundrum.
Wehavetalkedtothousandsofexecutivesaroundtheworld.Theygetit.Theyknowtheyhavearoletoplayandthatthepublicexpectsthemtolead.Buttheyareworried.First,becausetheyarepresentedwithtoomanysimplisticanswerstowhattheyknowisanincrediblydifficultbalancingact.Immediatelystoppingtheuseoffossilfuels?Well,todaytheyareessentialtomosthumanactivityandareliterallyfuelingthedevelopmentofneweconomies.Focusonshort-termprofits?Butemployeesandcommunitiesexpectchange,andcompaniestodayaretrustedtotakeontheirshareofenvironmentalandsocialchallenges.Bytheway,executivesarepeopletoo,andmanyseethisastheirlegacy.
Thesecondthingworryingexecutivesisthegrowinggapbetweentheirpubliccommitmentsand
deliveryonthem.Mostlargecorporationsthathavecommittedtoreducinggreenhousegasemissionsarefallingbehind.Some75%ofbusinessleaderssurveyedbyBainbelievetheyhavenoteffectivelyembeddedsustainabilityintotheirbusiness.Bainresearchhasalsofoundthatfewerthan40%of
majorcompaniesacrosssectorsaretrackingtotheirsustainabilitygoals,includingthoserelatedtowateruse,wastereduction,andpreservationofbiodiversity.
Goalsthataretopofmindforcorporateboardsandtopmanagement,andinspirationaltoemployees,areprovingdifficultfortheP&Lownerswhomustreconcileimmediateprofitdeliverywiththeseenvironmentalandsocialcommitments.Feeling“taxedandtold,”theyareincreasinglyallergictosimplisticpicturesofthesustainabilityrevolutionasalandofopportunityandhigherreturns.
Whattodoaboutallofthis?Makingthesetrade-offscallsforamixofvisionandpragmatism.Thoughnoonehasalltheanswers,itisnotjustpossiblebutessentialtoact.TheIntergovernmentalPanelonClimateChange(IPCC),theUNbodyassessingthesciencerelatedtoclimatechange,estimatesthat
currentpolicies,infrastructure,andtechnologywouldallowfora40–70%reductioningreenhousegasesby2050,withcertainchangestoourlifestylesandbehaviorstobebuiltonwithgreater
far-reachingchangeinordertoachievetheworld’sclimategoals.
It’shardtodistillafullreport,onethatwehopeoffersusefultoolsandpointsofview,intoadvicesuitedtoanyexecutiveinanycompany.Still,thereareseveralthingswethinkleaderscan—andshould—dotoday:
1.Inyournextmeetingaboutyour5-to10-yearstrategy,askthethreecriticalquestionsbelow.
2.Pushforan“and”agenda:technologyandbehaviorsandpolicy.
3.ListentoP&Lownersandworktotranslatetheirstrugglesintoteam-sizedchallenges.
5
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TheVisionaryCEO’sGuidetoSustainability
Whatgooddowebringtotheworld,andwhatisourpurpose
asacompany?
Whatcostwillhumanityhavetopayforustogrow?
Whatwillgetinourway,andwhatwillwerunshortof?
Threequestions:purpose,externalities,andshortages
There’safamousquote,often(andprobablywrongly)attributedtoAlbertEinstein,thatoneshouldspendmostofone’stimerefiningthequestionratherthanworkingontheanswer.Wehavesympathyforthechallenge.Herearethethreebestquestionsforexecutivestoaskduringtheirnextstrategiccycle:
?Whatgooddowebringtotheworld,andwhatisourpurposeasacompany?Itisincrediblyusefultoanchorlong-termplansontheunique,positiveimpactacompanyhasonconsumersandcustomers,employees,andcommunities.Adebateoversustainabilitycannotjustbedefensiveandputteamsontheirbackfoot.Itshouldalsobeaboutprideandimpact.
?Whatcostwillhumanityhavetopayforustogrow?Thisquestionmightcomeacrossasgloomy,butitiscritical.Externalities—theunpricedcostsofbusinessactivities—areincreasinglymeasured,andtheywillgetpricedeventually.Weneedtobecomemuchbetteratunderstandingwhat
thosecostsareandhowwecanmitigateorcompensateforthem.
?Whatwillgetinourway,andwhatwillwerunshortof?Weareenteringaperiodofscarcity,shortages,andphysicalrisks.Ourplansneedtoidentifytherisksthatclimagechangewill
create.Theyalsoneedtoidentifytherawmaterialsorthecapabilitieswewillbeshorton,fromwatertocobalt,nursestoprogrammers,shipstoaffordableenergy.
Threelevers:technology,policy,andbehavior
TheIPCC2023SynthesisReportmakesclearthatitwilltakeacombinationoftechnology,policy,andbehaviorchangetofaceoursustainabilitychallenges.
?Rediscoverthetechnologyexperiencecurve.Manyexecutivestodaywronglycomparethecostofalong-establishedbrowntechnology,whichiswaydowntheexperiencecurve,withthecostofaverynewgreentechnology.Companiesneedtoremembertheycandrivefastdowntheexperiencecurve(E-curve),becomeamarketmaker,andevencreatecompetitiveadvantagesthroughsustainableinnovation.
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TheVisionaryCEO’sGuidetoSustainability
?Formany,policyandcollaborationarenewlevers.Notallgreentechnologieswillbeaffordablewithouttherightregulatoryenvironment.Everynewstrategyshouldincludeapointofview
onhowtobuildtherightregulatoryframeworkandhowtoworkprecompetitivelyasanindustrytocreateit.
?Consumerbehavioriseminentlyactionable.Toomanyexecutiveteamsconsiderconsumer
behaviortobefixedandworrythatpeoplewillnotpayforsustainableoffers.Ourdatashowsthisisatleastpartiallywrong.ThemajorityofglobalconsumersrecentlysurveyedbyBainexpecttospendmoreonsustainableproductsinthenextthreeyears,andsomeconsumersarealreadydoingso.Bain’s2023ConsumerLabESGSurveyfoundconsumersarewillingtopayapremiumof12%onaverageforminimizedenvironmentalimpact,andthemostconcernedconsumers
willpaysignificantlymoredependingontheproduct.Thissentimentisgrowing,and,inourre-search,consumersreportthatdirectexposuretoclimateeventshascausedconcerntorise.
Makingsustainabilityateam-sizedchallenge
ThereisawaytohelpP&Lownerswhofeeltaxedandtold:Discussthetrade-offstheyfaceandalignyourteamsonhowtosolvethem.Ultimately,thekeyistotranslatebroadESGcommitmentsinto
team-sizedchallengesthatcanbecomenewroutinesornewinnovations.Thisisveryeasytowriteandverydifficulttodo,butbytappingthecreativeenergyofyourpeople,itispossibletomakerealprogresstowardamoresustainablefuture.
LeversofChange:
Technology,
Behavior,Policy
SellingSustainabilityMeansDecodingConsumers
9
DoesaPurposeHelpBrandsGrow?
15
LowerCosts,FasterAdoption:ClosingtheSustainableInnovationGap
21
TheFutureIsCircular:HowCompaniesCanPrepare
toGrowinaChangingWorld
26
LeadingwithVision:HarnessingtheClimatePolicyResponse
31
9
LeversofChange:Technology,Behavior,Policy
SellingSustainabilityMeans
DecodingConsumers
Weaskedmorethan23,000globalconsumerswhattheyreallywant.
Whatwefoundwillsurpriseyou.
ByFran?oisFaelli,JohnBlasberg,LeahJohns,andZaraLightowler
AtaGlance
NewresearchbyBain’sGlobalConsumerLabhashelpedusunderstandconsumers’viewsonsustainabilityandhowtheyareinfluencingbuyingbehavior.
Companiessellingsustainabilityneedtoacknowledgeandaddressafragmentedconsumerbase—notassumethatdeveloped-marketoryoungerconsumersaremoreconcernedabouttheenvironment,forexample.
Differentconsumersegmentsdefinesustainabilitydifferently,andmanymakechoicesbasedonmisconceptions.
Companiestendtofocusontechnologyadoptionwhendevisingstrategicplans,butregulationsandconsumerbehavioraremovingjustasquicklyandhaveasbiganimpact.
Tounderstandtheimportantimplicationsofclimatechangeonconsumerbehavior,wesurveyed
morethan23,000globalconsumersaboutabroadsetofsustainabilityissues.Weaskedthemwhattheycareaboutnow,whattheyknow,andwhattheybuy(anddon’tbuy).Wefollowedthatupwithextensiveconjointanalysisandethnographicresearch,speakingdirectlytohundredsofconsumers.
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TheVisionaryCEO’sGuidetoSustainability
Thecounterintuitivefindingsarerelevantforconsumer-facingbusinessesasdiverseasbrands,retailers,andairlines,aswellasforbusiness-to-businesscompaniesineverythingfromindustrialstochemicalstopackaging,whosecustomersultimatelyselltoconsumers.
Acrossmarketsandconsumersegments,ourresearchrevealeddramatic—andunexpected—variationsinconsumers’behaviorandrelationshiptosustainability,andhowtheirviewsarerewritingtherulesforcompanies.
Whatwefound
Worldwide,64%ofconsumersreportedhighlevelsofconcernaboutsustainability(seeFigure1).Andthatsentimentisincreasing.Themajorityoftheseconsumerstoldusthattheirworrieshaveintensifiedoverthepasttwoyearsandthattheirconcernwasfirstpromptedbyextremeweather.
Ourresearchfoundthat79%ofconsumersinfast-growingmarketslikeChina,India,andIndonesiaareconcernedaboutenvironmentalsustainability,comparedwith55%indevelopedmarketsliketheUSandEurope(seeFigure2).
Figure1:Globally,64%ofconsumersarehighlyconcernedaboutsustainability,andtheirworriesaremounting
Percentageofconsumerswhoareveryorextremelyconcernedaboutenvironmentalsustainability
64%
Global
53%
US
81%
Brazil
61%
Europe
67%
Asia-Pacific
Percentageofconsumerswhoseclimatechangeconcernshaveintensifiedoverthelast2years
60%
Global
49%
US
63%
Brazil
57%
Europe
66%
Asia-Pacific
Source:BainConsumerLabESGSurvey,June2023(n=23,374),includingUS,Brazil(reweightedbyincomeandregion),Europe(France,Germany,Italy,Netherlands,UK),andAsia-Pacific(China,India,Indonesia,Japan)
11
TheVisionaryCEO’sGuidetoSustainability
Figure2:Consumersinfast-growingmarketsaremoreconcernedaboutsustainabilitythanthoseindevelopedmarkets
Percentageofconsumerswhoareveryorextremelyconcernedaboutenvironmentalsustainability
85%
81%
78%
73%
72%
64%
63%
56%
54%
53%
56%
31%
OverallIndiaBrazilIndonesiaChinaItalyFranceUKNetherlandsGermanyUSJapan
Source:BainConsumerLabESGSurvey,June2023(n=23,374)
Manycompanieshavelongviewedyoungerconsumersasmorefocusedonsustainabilitythantheiroldercounterparts,buttherealityisnotasclear-cut.Forexample,72%ofGenZconsumersand68%ofboomersgloballyareveryorextremelyconcernedabouttheenvironment,butincountriesasdiverseasIndia,France,andJapan,boomersaremoreconcerned.
IntheUS,96%ofconsumersagreethattheclimateischanging.Amongthoseconcernedabouttheenvironment,85%ofself-describedliberalvotersareveryorextremelyconcernedaboutclimatechange,comparedwith39%ofconservativevoters.Yetconservativesworryaboutspecificissuessuchaswater,biodiversityloss,andairpollutionrelativelymorethanliberals,whoworrymoreaboutclimatechange(seeFigure3).
Asthoseconcernsgrow,consumersarelookingtomakeenvironmentallysoundchoicesandarewillingtopaymoreforsustainableproducts.Yet,theyoftenrunintobarriers.Forexample,consumersintheUSarewillingtopayanaveragepremiumof11%forproductswithaminimizedenvironmentalimpact(seeFigure4).However,28%istheaveragepremiumforproductsmarketedassustainableintheUS.
Inoursurvey,50%ofconsumerssaidsustainabilityisoneoftheirtopfourkeypurchasecriteria
whenshopping.Yettheymaybemakingdecisionsbasedonmisconceptions—significantlyloweringthenumberoftrulysustainablepurchases.Whenaskedtodeterminewhichoftwogivenproducts
generatedhighercarbonemissions,consumerswerewrongordidn’tknowabout75%ofthetime.
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29%
19%19%19%
TheVisionaryCEO’sGuidetoSustainability
Figure3:AmongthoseconcernedabouttheenvironmentintheUS,liberalsaremoreworriedaboutclimatechange;forconservatives,naturalresourcesandbiodiversityaremoreimportant
Percentageofconsumerswhoaremostconcernedabout…
48%
Average
37%
34%
LiberalModerateConservative
23%
20%
21%
19%
16%
Climatechange
13%14%
11%
7%
Waterandnatural
resourcesupply
11%
11%
9%
6%
Lossofbiodiversity
anddeforestation
4%4%3%4%
AirpollutionWaterqualityOther
Source:BainConsumerLabESGSurvey,June2023(n=2,031)
Figure4:Consumersreportthatthey’rewillingtopaymoreforsustainableproducts
Consumers’reportedincrementalwillingnesstopayforsustainableproducts
20%
19%
16%
15%
15%
12%
11%
10%
9%
9%
8%
6%
OverallIndiaIndonesiaBrazilChinaNetherlandsUSFranceGermanyItalyUKJapan
Source:BainConsumerLabESGSurvey,June2023(n=23,374)
13
TheVisionaryCEO’sGuidetoSustainability
Inadditiontosuch“unknownunknowns,”consumersadoptdifferentdefinitionsofsustainability.Globally,48%ofconsumersconsiderhowproductsareusedwhenthinkingaboutsustainability.Theseconsumersaremoreconcernedabouthowaproductcanbereused,itsdurability,andhowitwillminimizewaste.Incontrast,mostcompaniessellsustainablegoodsbasedonfactorssuchashowtheyaremade,theirnaturalingredients,andthefarmingpracticesdeployed.Thesefactorscausemanyconsumerstoconflate“sustainable”with“premium.”
Oneresultofthisdisconnect:Almosthalfofalldeveloped-marketconsumersbelievethatlivingsustainablyistooexpensive.Bycomparison,roughly35%ofconsumersinfast-growingmarketsbelievethatitis.
Culturalnormsandfinancialrealitiesplayabigroleinconsumerbehaviors.Infast-growingmarkets,individualscanbecomemoresustainablebygoingwiththegrainofsociety—bybuyingatlocal
shops,generatinglesswaste,andeatingatraditionallyplant-heavydiet,forexample.Indevelopedmarkets,embracingasustainablelifestylemeansgoingagainstthegrainofaconsumptionculturebyavoidingexcessivepurchasingaswellasreadilyavailableandaffordableconveniences.
Consumerbehaviorcanchangemorequicklythanmanycompaniesanticipate,withexternalfactorssuchasgovernmentregulationheavilyinfluencingthemarket.Chinabeganofferingfinancial
incentivesonelectricvehiclesin2009;now19%ofChineseconsumersreportdrivinganelectriccar,comparedwith8%ofconsumersglobally.InEngland,theuseofsingle-usesupermarketplasticbagshasfallen98%sincethegovernmentbeganrequiringretailerstochargeforthemin2015.
Whatthismeansforcompanies
Themomentumbehindsustainabilityanddynamicshiftsinconsumerbehaviorhaveprofoundimplicationsforanycompany.Weseefourcriticalareasoffocus.
Deviseafuture-proofandflexiblestrategy.It’sundeniablethatwhat’simportanttoconsumersischangingfasterthancompaniescankeepup.Fewcompaniesplanbeyondthetypical3-yearstrategicplanningwindow,andeventhosethatdolookout5to10yearstendtofocusonexpectationsfor
technologyadoption.Theseplansfailtofullyconsidertwootherfactorsthatmovejustasrapidlyandwithasbiganimpact:regulationsandconsumerbehavior.
Acknowledgeafragmentedconsumerbase.Anotherlessonfromourresearchpointstotheneedtodeaverageconsumers.Traditionalassumptionsaboutconsumersandsustainabilitynolongerapply.Forexample,it’swrongtoassignmoreimportancetodevelopedmarketsandtoyoungerconsumers,ortoassumethatallconsumerstakethesameapproachtosustainabilityordefineitthesameway.Companiesneedtoinnovateproductsanddesignpropositionsthatappealtodifferentsegments—localmarkets,consumerswithdifferentdefinitionsofsustainability,andconsumerswitharangeofpurchasingmotivations.Onlythemostpassionateconsumersmakesustainabilitytheirsolepurchasingcriterion.Mostbasetheirchoicesonacombinationoffactors,frompricetoconveniencetohowaproductwillfitintotheirlifestyle.Thechallengeforcompaniesistostrategicallyalignsustainabilitywiththekeypurchasecriteriaofthecategory.
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TheVisionaryCEO’sGuidetoSustainability
Andwhensellingsustainabilitytofrugalconsumers,companiesneedtothinkofwaystomaintaintouchpointswhileofferingthemproductsthatlastlongerorcanbereused(inotherwords,sellingthemlessoftheproduct).Insteadofsimplysellingagreenerversionofaproductatapremium,
companiesneedtotakecareoftherestoftheequation,factoringincircularity,lifestyle,andeconomics.
Testandlearntodeterminewhatworks—andrepeat.Insuchafluidenvironment,companiescanleanaggressivelyonmarketingexperimentation,usingdigitaltoolstoquicklytestthesustainabilitymessagesthatresonatewithdifferentsegmentsandadaptaccordingly.It’sawaytohelpconsumersgainenoughclaritytomakedecisionsthatareconsistentwiththeirvalues.Forcompanies,experimentationrevealsnewdataandinsightsatadeep,specificlevel,complementingtraditionalmarketingresearch.Leadersinmarketingexperimentationoftencanproveordisproveahypothesiswithinweeks.Onceestablishedatscale,arobustexperimentationcapabilitycanenhancemarketing-mixoreconometricmodelingandbringteamsclosertotheircustomers.It’sarecipeforbothhighermarketingROIandstrongersalesgrowth(seetheBainBrief“CanMarketingExperimentationBecomeYourSuperpower?”).
Getoutinfrontofregulations.Aswe’veseenthroughouttheworld,governmentpolicyinevitablybecomesahugecontribu
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