SUSTAINABLE BUSINESS MARKETS Linking Schools Programs to Business Growth
ProOF that branded school programs can deliver business impact
INDEX In 2010, the launch of the There is little doubt that these Unilever Sustainable Living Plan programs have brought positive highlighted our willingness to change in the communities but, drive commercial objectives all too often, they are not linked Introduction to the through a ‘virtuous cycle’ to our retail programs and Sustainable Business Program business model to deliver long therefore they do not contribute term business goals. The USLP to business growth. Page 4 - 5 gave MCOs across Unilever a blueprint to embed practices that As part of my Expertise Executive Summary to the buildING would help to make sustainable Matching project in 2017, I had School Programs Guidebook living commonplace. the opportunity to develop this Page 6 - 9 sustainable guide book by reviewing five Embracing the principles of school programs that have Nigeria‘s Green Foodsteps the Plan, markets developed successfully linked societal businesses and implemented a wide range benefit with Unilever‘s business Program of local programs as well as benefit. My ambition was to Page 10 - 19 through participated in global programs, drill down into the models that ranging from procurement and these programs have used, Kenya‘s Good behaviour manufacturing to employee, and identify the key factors that Breakfast Alliance consumer and customer differentiate these programs. engagement. Page 20 - 29 change I hope that this guidebook From this foundation the MCOs will provide inspiration and Pakistan‘s Resident have developed many great learning that can be adapted Approach A Case Study based initiatives that target behaviour and implemented across our changes in society, responding markets, helping to ensure Page 30 - 39 analysis of School Programs across to societal needs and issues that we continue to grow our around nutrition and cleanliness. behaviour changing school South Africa‘s School Unilever programs. Rewards Program Page 40 - 49 For more information on the case studies, or to under- China‘s USLP-Centric stand specific details about a program, please contact: Approach Page 50 - 59 Hussain Ali Talib Sr Manager SB&C Pakistan [email protected] INTRODUCTION TO THE SUSTAINABLE BUSINESS MARKETS PROGRAM
The Sustainable Business to define, steer and manage This workshop for the MCO differentiation in the market Markets team (part of the programs in the MCO that General Managers and Leadership place, as well as ensuring that global Sustainable Business leverage our USLP and Brand Team explores the consumer Unilever plays a leading role in & Communications function) Purpose assets to drive growth. facing opportunities that are bringing positive change to the works with MCOs to help them available within that market. It countries in which we operate. leverage our investments in The work that the team does prioritises and defines projects brand sustainability and brand is divided between ‘IGNITE’ that leverage our USLP and Brand Post the workshop event, the purpose to deliver incremental programs that help MCOs ramp Purpose assets to drive business Sustainable Business Markets sales growth. up their ‘Sustainable Business’ growth. The workshop is focused team aim to continue to work activities, and ‘EXECUTE’, on clear, actionable outcomes that with the GMs and MCO teams The team has developed supporting the implementation help the MCOs execute bigger, to ‘EXECUTE’ the workshop is a simple but effective in market of activities that drive better and more business focused outputs and other Sustainable framework that describes both societal and business Sustainable Business Programs. Business initiatives. the key elements of good benefit. Sustainable Business The workshop also brings greater This report: ‘Linking Schools programs. This framework, The Sustainable Business MCO focus and engagement from Programs to Business Growth’ given below, is at the heart Workshop is the flagship ‘IGNITE’ the full senior leadership team has been commissioned and of all the team does. The program that the team has rolled in how our USLP drives real, is published as part of the framework can be used out to more than 20 markets. tangible business value, creates EXECUTE program.
SUSTAINABLE BUSINESS FRAMEWORK
Drive measurable Business Value for 1 the MCO, primarily through Growth Good Directly contribute to one of the USLP Sustainable Targets, or deliver on the Brand Business 2 Purpose Programs Have Significant Material Impact should to the MCO and actively led by a deliver on 3 member of the Leadership Team the following five critera: Respond to a trend or situation within 4 the market that has societal impact
Have an Inspirational long-term vision that will galvanise engagement and 5 enthusiasm within the MCO How can you bring the Sustainable Business Program to life in your market?
The Sustainable Business Markets team works with MCOs to help accelerate their transformation to Sustainable Businesses. The team has developed several programs and tools, now being implemented across markets, which support this transformation. These programs include:
Sustainable Business Sustainable Business Sustainable Business MCO Workshop Framework MCO Progress Tracker
A one-day workshop for the MCO A simple but effective framework that describes The Tracker provides a structured way to record and Leadership Team to explore consumer the key elements of good Sustainable Business report on Sustainable Business programs, creating facing opportunities that are available within programs. visibility and enabling sharing of good and best that market, and help local teams execute practices. bigger, better and more business focused Sustainable Business Programs.
For more information on bringing the SBS to your market, please reach out to:
Nigel Bagley Sustainable Business Director [email protected]
Richie Romero Sustainable Business Manager [email protected]
Kristel Boyes Sustainable Business Manager [email protected] SUSTAINABLE BUSINESS MARKETS EXECUTIVE SUMMARY
A case-study based review proving that branded social programs in schools can deliver positive business impact The launch of the Unilever Sustainable Living Plan in 2010 provided Unilever’s businesses across the world with a blueprint to make sustainable living commonplace.
Over a century ago William Lever, one of our founding However, too often these programs operate in fathers, saw the terrible impact of germ based isolation. They are not connected to the core business disease in the poorest communities of Britain. He in the market. They have become charity rather than knew that these diseases, and the resulting deaths, Sustainable Business. And, as such, there growth is could largely be prevented by relatively simple limited, and they become targets whenever costs need behaviour change on hand washing. tightening.
To bring this change, he launched a germ-killing This report has identified, and drilled into, five school soap on the market that was unique at the time programs where the societal benefit has been linked to a in that it was affordable, available and, most corresponding consumer program that is demonstrably importantly, aspirational. He successfully linked driving sales. From a societal perspective, these societal benefit to a successful business brand. To programs are now more secure. They pay for themselves. provide societal benefit without a solid business From a business perspective, they are now helping us foundation is just charity. To provide it as part of a grow rather than just being a cost. successful business model ensured that the program continues and grows impact year-on-year. The five case studies included here may not be fully ‘repeatable business models’ (the nature of the programs In the 130 years since William Lever launched is such that a great deal of local adaption is need) but Sunlight, Unilever has continued to champion they are intended to speak ideas and inspire teams in any societal programs. Our school programs, covering markets doing schools programs (or other community nutrition, cleanliness and oral care, are inspiring programs) to think about how to ensure that they are examples of what we can do. firmly rooted business programs rather than charity. The guide book aims to provide inspiration and detailed learnings FROM these programs that can be adopted and implemented wherever market leaders want to replicate similar NIGERIA’S GREEN FOOD KENYA’S GOOD BREAKFAST business impact. STEPS PROGRAM ALLIANCE
Knorr is driving the effort to counter anaemia, Blue band is advocating good breakfast behaviour, a leading cause of weakness, lower fetal birth implemented at home and reinforced at school, weight, premature birth and neonatal and with the purpose of improving nutrition and NUTRITION maternal death in Nigeria. This effort has also health across Kenya. The program has resulted resulted in increased penetration and market in increased sales as well as an increase in gross share for the brand. margin for the brand.
PAKISTAN’S RURAL SOUTH AFRICA’S SCHOOL CHINA’S USLP CENTRIC RESIDENT APPROACH REWARDS PROGRAM APPROACH Lifebuoy is increasing outreach to rural Lifebuoy is leveraging changing consumer Lifebuoy is building a comprehensive Pakistan with below-the-line activities, spending patterns in South Africa to develop hygiene awareness program centered in
HYGIENE a repeatable, scalable model of success built
HEALTH & HEALTH supply chain extension and a customized schools as a means of improving hand wash rural activation effort. All driven by the around the school program. The effort has practices across China. The program has USLP. The rural approach has resulted in increased volumes in activated stores and increased sales in stores, helping the brand increased sales in activated regions. is providing a Return on Investment (RoI) higher than the brand’s advertising spend on increase sales within the first three years of Facebook. launch in China. The research also identified five key learnings that were essential to driving the success of the school programs across these markets, which were:
School programs are a cost-effective way of highlighting benefits to consumers, driving feet into stores, and gaining a share of shopper baskets
Brands must localize content and strategy for markets
Building business around social benefit gains equity, builds consumer trust and leads to growth
Building market share through behaviour change is resource intensive
Effective behaviour change needs mothers to reinforce the message at home SUSTAINABLE BUSINESS MARKETS
THE GREEN FOODSTEPS PROGRAM Knorr Nigeria drives business value through nutritional behaviour change OBJECTIVE
Leverage the mother-daughter bond to build nutritional awareness, change behaviour and create value for business
CONTEXT
Over a quarter of the world’s population suffers from anaemia, primarily caused by iron-deficiency in diets, which results in persistent fatigue and weakness. Though all genders can be affected by anaemia, women of childbearing age are at higher risk for iron-deficiency anaemia because of blood loss during menstruation. Pregnant women are at higher risk as they need thrice as much iron for the development of the fetus. Anaemic mothers face risks such as lower fetal birth weight, premature birth and neonatal and maternal death
Anaemia also has an economic impact. Even mild to moderate cases of iron deficiency anaemia can lead to functional impairments affecting cognitive development, immune, function and work capacity. A study of low-income workers estimated that productivity losses from iron deficiency anaemia are 17% for workers engaged in heavy physical labor and 5% for moderately active workers, with an average loss of 4.5% to GDP. The impact on women is even more pronounced as they usually carry dual responsibilities for managing homes and supplementing family income.
The prevalence of anaemia is highest in Central and West Africa, with Nigeria being particularly afflicted as nearly half of women at reproductive age suffer from the condition. The situation is further augmented by Nigeria’s low dietary diversity. Out of 14 food groups, Nigerian households consume, on average, only five to six different food groups. This means that there is not much variation in the Nigerian diet, resulting in an insufficient micronutrient intake and consequently lower iron consumption.
These eating habits are largely established during childhood, whilst cooking traditions are established during adolescence and early adulthood, as women become responsible for feeding their families. Getting people to change their diets requires modifying a family’s cooking and eating traditions. This needs powerful methods of behaviour change, with the highest impact initiatives focusing on behaviour change at home, where they can be regularly and naturally exercised.
In Nigeria, mothers are ‘gatekeepers’ of the kitchen and teach cooking behaviours to their adolescent daughters. It was with this insight that Knorr Nigeria set out to build a behaviour change framework that leverages the mother- daughter bond to build life-time cooking habits.
The Green Foodsteps program is a result of Knorr Nigeria’s ambition to improve the nutritional value of commonly consumed dishes, increase iron intake to combat iron deficiency in Nigeria and build value for the bouillon cube business. KNORR NIGERIA‘S TOSS-STIR-CRUMBLE APPROACH
Nigeria is amongst the few countries that have mandated the fortification of staple, such as wheat flour, with iron. Nevertheless, Knorr realized that this effort needed to be supplemented with voluntary efforts by industry to overcome the challenges of undernutrition and iron deficiency. In Nigeria, bouillon cubes offered the right mechanism to deliver food fortification as they are widely available and are a popular cooking ingredient. Their use is also self-limiting like salt, thereby minimizing iron over consumption.
Knorr’s journey to address iron-deficiency began with the re-formulation of the bouillon cubes to fortify them with iron and iodine. Significantly, this was done at no added cost to the consumer. As a next step, Knorr put together partnerships with relevant government organisations in Nigeria as well as well-being and nutrition societies to ensure a more inclusive dialog. This led to a symposium in 2015 where stakeholders formulated a strategy and messaging to communicate the need for a fortified and balanced diet. Knorr also engaged the University of Ibadan to conduct a baseline survey of target markets as a precursor to developing the right messaging to influence behaviour change.
As a result of this extensive ground work, Knorr adopted the strategy of leveraging the bond between mothers and daughters, which is further strengthened as they cook for the family and pass on family recipes. Knorr decided to build on this moment to integrate messaging for more fortified and iron-rich food consumption. This resulted in the ‘Toss-Stir-Crumble’ campaign that revolves around tossing in more nutrient-rich green vegetables into recipes, stirring it all together and then crumbling on iron-rich Knorr bouillon cubes to ensure a fully fortified meal.
An intensive 6-week school program was developed in 2015 to channel these messages to daughters and mothers through a ‘learning-by-doing’ model. The process started with a 2-week teacher training and induction program, followed by a 4-week program with students. The program launched in schools with an interactive cooking demo that included both mothers and daughters to create awareness about anaemia and to teach them about the ‘toss-stir-crumble’ approach to fortify meals.
Over the duration of the school program, teachers would reinforce cooking habits amongst their students and ensure daughters re- affirmed their commitment with mothers. The teachers’ efforts were supplemented by a drama that ran on local radio channels during the same weeks and reinforced the need for an iron-rich diet. In addition, students were asked to fill in a promise letter and workbooks tracking the ingredients used in their mother’s cooking and were given take home starter kits that included Knorr Cube samples, green vegetables and information material that could be placed in kitchens to serve as constant reminders.
Finally, students would practice a rendition of the ‘Toss-Stir-Crumble’ song and dance routine performed by a popular Nigerian singer. Knorr’s activation team would return to the schools in the fourth week to evaluate progress. This visit would celebrate the conclusion of the school program with a dance and song performance and a cooking competition, followed by rewards and certificates of participation distributed amongst students.
Over the first two years, Knorr managed to reach over 150,000 mothers and daughters through the school program, successfully changing behaviour and increasing the cooking and consumption of multi-nutrient food. This also had a direct impact on the business with an increase in equity as well as purchase intent. This success convinced the brand to scale up the school program to cover an additional 150,000 mothers and daughters by the end of 2017. Additionally, the brand decided to amplify the program across multiple mediums to reach a total of 20 million Nigerians, which has driven incremental business benefits. DRIVING BUSINESS RESULTS WITH SMART AMPLIFICATION
Early on into the school program, Knorr realized that getting mothers to attend activities at school would prove to be a challenge. This meant that efforts to reach mothers and other care-givers had to extend out of schools. As a first step, Knorr put in a place a community program that engaged mothers through door- to-door education in the communities around participating schools. Events were also organized in villages to gather mothers together for a cooking and tasting demo to further drive in nutritional messaging. Customer development teams were asked to activate trade visibility in these communities and retail partners were made advocates to share nutrition information and were provided Point-of- Sales promotional material.
Radio provided a key medium in reaching far-flung communities especially as most families could relate to the dramatization of a daughter who was gradually becoming weaker and lethargic. Over the four-week program, which was also played in schools, the dramatized family in the radio drama realizes that their daughter’s affliction is a result of anaemia. The daughter eventually recovers with a more fortified diet because of the ‘toss- stir-crumble’ approach. Mobile provided another successful outreach mechanism, especially because of its prevalence across Nigeria. In the initial years of the program, mothers from participating schools were asked to register their numbers to receive informational messages and surveys. They were incentivized to engage in awareness surveys through the offer of free mobile credit. Eventually, Knorr increased this mobile outreach to millions across Nigeria by partnering with service providers for informational SMS and in-call messaging.
The brand also built on music as a universal unifier by working with one of Nigeria’s leading singers to develop a special ‘Toss-Stir-Crumble’ song and dance routine that proved to be a success in school campaigns and on social media where it became viral. This also resulted in coverage across digital and traditional media as people started to take notice of the behaviour change effort that Knorr was inspiring across Nigeria.
This amplification across mediums had a direct impact on business with Knorr’s numbers jumping up in some of the markets being activated. This has provided the needed impetus for Knorr to ramp up its ambition to reach 20 million people across Nigeria by the end of 2017. SUCCESS OF THE TOSS-STIR-CRUMBLE APPROACH
There has been a 26% 6.7% 3.7% direct business impact of the A 26% increase A 6.7% increase These markets USLP campaign, in bouillon being in penetration in have also delivered with: added to soups activated markets a 3.7% increase in market share *2016 Statistics
11% 41% The behaviour change effort to address anaemia An increase An 11% increase of 41% increase in the has delivered in anaemia veggies in soups. addition of veggies in stews. awareness This is notable Moreover, all mothers report resounding social amongst mothers as soups already adding the right amount success, with: and daughters included a high of greens to address their amount of greens family’s needs *2016 Statistics
Knorr makes up 23% of Unilever sales in Nigeria
Amplified the message to reach the Nigerian consumer in every possible way
The ‘Toss-Stir-Crumble’ approach provided the impetus for mothers to improve nutrition habits for their family KEY INSIGHTS
BEHAVIOuR CHANGE ACTIVATION AMPLIFICATION
Effective behaviour change on Getting mothers to attend school Mobile, when used effectively, can be nutrition needs outreach to programs can be challenging a driver of behaviour change influence the person responsible for so they must be reached through Successful impact on mobile needs cooking, i.e. the mothers community outreach programs consumer registration, constant reminders and a reward mechanism Build on the mother-daughter bond Increase participation by Radio can be effectively used to reach by using visuals that show them organizing educational outreach far-flung communities and those with cooking together through door-to-door lower literacy levels and lack of access engagement and cooking demos to new technology at religious centers, health Single minded focus on driving Identify and train a network of advocates centers, markets and within nutrition messages to tackle within community and local traders to neighborhoods continue driving nutrition messages anaemia gains equity, consumer trust and business impact Digital and traditional media can become Engage sales teams to activate in drivers of sustained messaging if they see markets surrounding participating organic messaging being generated by Partnerships with key influencers schools to create a connect with consumers like government experts, mothers community leaders and celebrities Music ensures a cross-cultural means of generating organic dialog can provide credibility and virality Entertainment based to nutrition and brand messages communication tends to attract The involvement of a well-known celebrity the interest of mothers provides impetus to advocacy
SUSTAINABLE BUSINESS MARKETS THE GOOD BREAKFAST ALLIANCE Blue Band champions a nutritious breakfast for Kenya’s children OBJECTIVE
Leverage awareness for the nutritional opportunity of breakfast to drive value for business
CONTEXT
Science has proven once again that mother knows best. For eons, mothers across the world have urged their children to start their day with a healthy breakfast. Now, research has proven that breakfast has several health benefits, including cognitive and academic performance.
A nutritious breakfast consumed daily can contribute to longer-term healthy growth and development of children. Additionally, most studies on breakfast consumption suggest breakfast to be positively associated with learning in children in terms of behaviour, cognitive, and school performance. Conversely, malnutrition leads to higher school absenteeism due to illness, poor health, cognitive and psychomotor underdevelopment and low physical capacity.
A study by Cardiff University found that children who ate a healthy morning meal such as cereal, bread, dairy or fruit were up to twice as likely to achieve better than average grades. Unfortunately, most people in developing countries skip this important mealtime and are unable to make up for missed nutrients at other meals eaten during the day. In Kenya, an estimated 20% of children do not eat breakfast. Those children who do have breakfast are not getting whole rounded nutrition as food groups like fruits, vegetables and fats are missing.
Studies have also recommended fat or oil with breakfast as a means of countering chronic diseases. Such essential fats cannot be produced by the human body and hence need to be included in the food we eat. Vegetable oils, especially in the form of margarine can provide these nutrients, in the form of omega 3 and 6 and fat-soluble vitamins such as A, D and E.
Research on nutrition in Kenya indicates that 75% of children face some form of Vitamin A deficiency, as well as a lack of iron and zinc in diets, resulting in impaired vision, anemia and poor physical growth, resulting in thinness and stunting. Malnutrition is also having an impact at the other end of the spectrum with increasing obesity and a rise in non- communicable diseases such as diabetes, hypertension, heart disease and cancer.
It was with these insights that Blue Band set out with the ambition to change the breakfast intake behaviour of 5 million Kenyan children by 2020 through the ‘Grow Great Kids’ program, simultaneously positioning Blue Band as an essential part of a healthy breakfast. Their strategy was built around the simple purpose of improving nutrition and health. The brand also realised that behaviour change for improved breakfast consumption needed concerted efforts by multiple stakeholders.
This was the seed that led to Blue Band becoming a founding member of the ‘Good Breakfast Alliance’ in Kenya. The brand also became a vocal champion for a movement that relentlessly advocates good breakfast behaviour, implemented within the household and reinforced by the school system. BLUE BAND KENYA’S GROW GREAT KIDS PROGRAM
The state of malnutrition in Kenya has resulted in a concerted effort for advocacy, social mobilisation and awareness to change behaviours. In addition to food fortification, creating nutrition knowledge has been identified as key towards improving health by enhancing the understanding of balanced nutrition.
The Good Breakfast Alliance (GBA) was setup by various organisations that share a common interest to tackle malnutrition and make nutritious breakfast an everyday reality for families and particularly school-going-children in Kenya. The GBA was set up to contribute to public awareness, sensitization, education, and lobbying among the various stakeholders for a nutritious breakfast as one of the most important meals of the day.
When the Alliance was set up in 2016, Blue Band was amongst the founding members that undertook to champion behaviour change for nutrition as part of its social mission in Kenya. This partnership was driven by the Alliance’s synergy with Blue Band’s mission to make a nutritious breakfast available, affordable, desirable and sustainable for school children across Kenya.
Blue Band’s school program in Kenya had existed before the Alliance was formed, however it was largely an engagement tool that created visibility The brand built in business value by engaging for the brand. With the launch of the social mothers through a ‘Mom’s Letter’ that students mission in 2016, the ‘Grow Great Kids’ school were asked to take home for parents to read and program evolved its mission to strive for long sign. These letters conveyed the need for healthy term nutrition behaviour change by engaging breakfasts and the benefits of using Blue Band both children and parents. to supplement nutritional needs. Mothers and children were also immersed in the behaviour The effort began with a decision made by the change effort by providing a better breakfast brand team to combine core advertising and exercise for them to complete at home. Schools the social mission as one campaign. This were incentivized through a competition that basically meant that Blue Band aligned its enabled them to win branded schools vans, brand messaging to singularly talk about the scholarship endowments and infrastructure need for a nutritious breakfast. Simultaneously, development. Winning schools would be decided the brand also ‘walked the walk’ by launching based on tokens collected from Blue Band packs. a new formulation in Kenya that provides balanced nutrition without a cost increase for the Trade was also utilized as an opportunity to inform consumer. parents about the need for a healthy breakfast and Blue Band’s efforts in schools to educate children. By adding on additional nutritional benefits to Brand Ambassadors were deployed across the formulation, Blue Band could authoritatively General and Modern Trade, educating shoppers talk about balanced nutrition and the importance about the benefits of Blue Band and encouraging of a healthy breakfast. Therefore, advocacy and them to support their preferred schools by partnerships were identified as key pillars in purchasing Blue Band and redeeming tokens. ensuring 360-degree messaging around nutrition that helped create scale and built credibility for In 2017 alone, Blue Band managed to expand its the program. program to 600 schools across 5 regions, directly reaching over 400,000 children and 155,000 The revamped school program gathered speed mothers. The Trade program was conducted in 5 regions across Kenya in 2017, aiming to simultaneously across General and Modern Trade ‘Grow Great Kids’ through an educative good in the same regions and achieved sales of 93 breakfast behaviour change program in schools. tonnes and over 140,000 token donations in the Regulation in Kenya required that children space of 5 weeks. were not subjected to direct marketing for Blue Band. As a result, the brand team innovated by These results have convinced the brand team that developing a 4-week program that educates their decision to merge the brand’s key messaging students and teachers about essential energy with the social mission has begun to pay off. and nutrients using an interactive comic-book Despite budget constraints, the Blue Band team based approach with the ambition of driving has decided to persist with the focus on nutrition behaviour change towards a balanced breakfast. as a driver for growth. USING DIGITAL AS A VOICEBOX
One of the key drivers for the success of Blue Band’s social mission in Kenya has been their use of digital to create long-term behaviour change with parents and children on a mass scale. This required frequency and on-going engagement, with the brand banking on digital as the best channel to achieve this goal.
A key engagement driver on digital media was a short emotive film that built a connect with parents by emphasizing the role of a good breakfast in supporting their children’s future dreams. The video contrasted between the boundless optimism of a child’s dream and the harsh reality caused by the lack of a good breakfast. The video was the first from Unilever Kenya to hit 1 million views on Youtube in 2017. (See the video here).
Facebook was also instrumental in driving talkability about Blue Band’s ambitions in Kenya, with the brand using nutritional messages effectively to drive interaction by social media users. The brand supplemented this engagement with an innovative ‘Breakfast Check Bot’, an interactive Facebook app that helped consumers increase the nutritional value of their children’s breakfast. These efforts combined to create nearly 2.8 million impressions for Blue Band on Facebook in 2017.
Mobile was another tool effectively used to reach out to mothers who were invited to benefit from the Breakfast Check through text messaging. Mothers were invited to opt into a 21-day journey to learn more about nutritional breakfasts with an incentive for free airtime for those that completed the entire process. Resultantly, nearly 27,000 unique users interacted with the brand, of which over 12,000 completed the entire 21-day journey.
The engagement created organically with consumers indicates that the social mission has the potential to make Blue Band the authoritative voice around nutrition for kids. This also promises great business potential as parents begin to make the association between the need for a well-rounded breakfast and the benefits of using Blue Band. SUCCESS OF THE GROW GREAT KIDS PROGRAM
Merger of core advertising The behaviour change Blue Band is 26% of the and social mission has not effort since 2016 has Kenya business affected business growth resulted in in 2016:
Built multiple partnerships 8.6% 1.6M and channels to amplify the messaging for a healthy breakfast • USG was at a healthy 8.6% • A direct reach to 1.6 million children 47.6% 2.7M The ‘Grow Great Kids’ approach inspired children • Blue Band managed to record a • An indirect reach to 2.7 million and mothers to improve 470-bps increase in Gross Margin parents to reach 47.6% breakfast habits for a successful future KEY INSIGHTS
BRAND BEHAVIOuR CHANGE DIGITAL
It is not important to have two Brands need to find innovative ways of Don’t flood social media with messages (product news and Social staying Top-Of-Mind once the school messaging. Give consumers time program is over Mission) competing against each other to absorb and engage with every on the same channels Social mission programs should be given individual message adequate time to mature and prove • Core Advertising and Social business impact When developing social media Mission can be run as one applications, ensure that they can Getting parents to engage through the campaign school program can be difficult as most live directly on Facebook without 3P won’t attend intervention • Emotive / Engaging / Educative – the key to driving purchase intent • Build on parent – teacher meetings • Develop content that drives to engage as most parents will show people to the app rather than just up on that day relying on a link Create more recipes for Blue Band and focus on having more breakfast recipes SMS should be clearly branded to for the social mission ensure recipients know they are benefiting from a brand message
SUSTAINABLE BUSINESS MARKETS THE rural RESIDENT APPROACH Lifebuoy Pakistan and the rural opportunity OBJECTIVE
Build on behaviour change to drive rural space as a growth engine for Unilever Pakistan
CONTEXT
Pakistan is an emerging market with high prospects for long- term growth, evidenced by four-fold growth over the last decade and significant scope to grow penetration and usage of Unilever brands.
Pakistanis are aspirational and tend to live in the moment. This means willingness to spend more, which translates into high propensity to consume, thus boosting growth for FMCGs like Unilever. There is also a two-fold urbanization of the country, with
urban aspirations rural arriving in rural consumers spaces through the moving to AND medium of television urban spaces and social media
The potential of the Pakistani market is more striking when looking across the rural span of the country, which is home to over two-thirds of Pakistan’s 200 Mn+ population. Unilever believes that the rural market is going to be the core driver of the organisation’s future growth in Pakistan. Accordingly, the company is investing heavily towards
• improving the effectiveness and width of its reach, • building a deep understanding of local market dynamics, and • building a portfolio of brands relevant to local consumers
Recent studies indicate that over 50% of spend in rural markets is on products such as food, beverages and tobacco. Moreover, these consumers are moving towards branded and packaged goods as part of their aspirations and their drive to consume better products. Rural consumers are adopting products like beauty soap, packaged tea and tea whiteners, which is very attractive from a marketing perspective for FMCGs. Rural consumers also have a higher percentage of disposal income due to a lower cost of living.
To tap into this opportunity, Unilever Pakistan has put in place a long-term effort to increase outreach in rural spaces, which includes supplementing mass media marketing campaigns with below-the-line marketing activities, comprehensive supply chain extension and a customized rural activation effort. UNILEVER PAKISTAN’s RURAL RESIDENT APPROACH
Unilever has been attempting to strike a balance in the rural market since 2007 and has experimented with several approaches in the past decade. The company initiated its rural outreach effort with a distributor-led approach that aimed at incentivizing distributors to increase reach in rural markets. This did not prove to be a success as distributors were not as meticulous in identifying consumer segments and addressing needs.
Unilever next launched Project Fountainhead, which was based on a series of carnivals organized by the CD team in rural areas following the harvest season. The insight built on the increasing affluence of rural communities during this time and Unilever wanted to tap into this increased buying power for its brands. However, this too did not prove to be a success as rural consumers tended to spend their increased incomes on high value items, such as home repairs, vehicles and weddings rather than on consumer goods.
These dual failures provided the learnings that resulted in the Resident Approach in 2014, an approach that builds on leveraging USLP and permanency as key drivers for growth in rural markets. This approach has now been successfully leading the charge in rural for the past three years, delivering consistent 20%+ growth year on year.
The selection of villages for the Resident Approach begins with the activation agency and Unilever’s CD team collaborating to identify villages based on population, infrastructure, affluence, proximity to Unilever’s distributor network and the ability to service it consistently via the supply chain.
Next, the activations agency identifies female human resource from within the villages who are trained to become local ambassadors to run the school program as well as the personal-selling model through In-Home Gatherings and Door to Door Selling (DDS). Whilst the groundwork for engagement is being prepared by the agency, the CD team ensures a visible and widespread presence across the village through wall paintings and uplift of local retail touch points. Additionally, the local distributor is engaged to ensure a permanent field force will sustain a supply of products to the local ambassadors and retail outlets.
Once these steps are complete, Unilever’s brands become a resident feature within the village, ensuring that potential consumers come across key USLP and brand messages in a variety of ways that continues to build equity, awareness and top of mind. LIFEBUOY PAKISTAN TAPPING INTO RURAL
Unilever activated the rural platform with a basket of brands relevant to the consumers covering health and well-being, nutrition and home care. Amongst these brands, Lifebuoy has consistently been the largest investor in the rural program in Pakistan having realized the potential that the space offers.
When the Resident Approach was launched, Lifebuoy entered the fray with a two-pronged agenda, to inspire behaviour change amongst children through health & hygiene messages and then reinforce these messages through a 360-degree approach that involved mothers via direct selling. Competition has had success in the past with similar programs and Lifebuoy wanted to build a stronger program based on these learnings.
The effort to engage children in the rural space began with the organisation of the ‘School of 5’ program in rural government-run schools. This has ensured that a behaviour change and habit inculcating effort has been consistently communicated to primary age children over the period of three years.
The Sustainability team in Pakistan provided support by signing an agreement with the Ministry for Education for a joint commitment to include health & hygiene messages in school curriculum. This paved the way for permissions to conduct programs to engage students across Government-run schools in specific geographies.
As the rural program progressed, the brand realized the importance of driving affinity through content. This is also further augmented by CMI based insights that confirm long term behaviour change for children if the content engages them significantly. These insights have resulted in a school program that
• Inculcates hand washing habits through activity based learning via the School of 5 program • Health messages built into school beautification and wall painting • Reinforcement of health messages through repeat visits in schools • A 360-degree approach that engages mothers via a DDS program
Over the course of the last three years, the Lifebuoy team has seen a definite causal relationship between USLP programs in rural and a resulting spike in sales in Resident Villages. In 2016 alone, the Growth Rate in resident villages was 4x of similar rural villages that did not have a resident program. Whilst this may not be huge in absolute terms, it does provide concrete evidence of the direct relationship between sustainability programs and the rise in equity and iTO.
The brand has also taken the long term view on the benefits of the Resident Approach, making the bold decision to stand by the program despite low absolute volumes compared to investment. Instead, the brand has decided to focus on the metric of Cost Per Contact (CPC). The Resident Approach generates the cheapest CPC for Lifebuoy across the Unilever Pakistan universe. This stance was adopted based on the realization that though the Resident Approach may not generate significant absolute iTO initially, the opportunity for building equity was an investment for the future.
Lifebuoy continues to invest into the rural program with the ambition to build a base of consumers for the future. Once this equity has been established, the brand is confident that this loyal base of consumers will be the growth driver for bars as well as the premium liquid hand wash category. SUCCESS OF THE RESIDENT APPROACH
There is a direct causal 4x relationship between sustainable business USG in activated regions Cost per Contact in these practices and market is 4X that of non-activated regions is the lowest across the growth regions in rural Unilever Pakistan Universe
Consumers 96% 74% in Resident Villages Awareness for the brands Anti- Usage of Lifebuoy in the past 12 report Bacterial properties at 96% months at 74%
Lifebuoy contributes 12% of Unilever sales in Pakistan
lifebuoy Took the long term view and stood by the program despite low absolute volumes
The ‘Resident Approach’ is part of Lifebuoy’s ambition to build equity for a base that will drive growth across the category KEY INSIGHTS
BRAND ACTIVATIONS CD
Brands must be ambassadors of Local ambassadors can win the Continuous reinforcement is the key content attention and confidence of rural to success in the rural space consumers Rural consumers are much more aware and selective of life choices One size does not fit all. Content Don’t try and impose learnings then assumed. Social media is a large and strategy must be custom built using language or messaging that factor in their increasing aspirations for the rural market is not sympathetic to local norms and culture The rural narrative cannot be a passing fad. It has to be ingrained as a part of our mindset for the future Don’t judge rural programs solely Remember that rural consumers on short term iTO. A contact made have very different life The organisation must build and sustained is an investment experiences so engagement capability within its leadership ranks for the future with longer term needs to be customized from by inducting people from the rural iTO return their perspective space
SUSTAINABLE BUSINESS MARKETS
THE SCHOOL REWARDS PROGRAM Lifebuoy South Africa drives business value through an innovative USLP approach OBJECTIVE
Leverage the 'School of 5‘ program to drive awareness and business growth
CONTEXT
South Africa has managed to lift millions of people out of extreme poverty over the last few years. However, despite this increase in relative prosperity, consumption patterns within South Africa have been growing slower than Africa’s other major economies (Mckinsey 2016). A primary reason being that South African consumers are under financial pressure due to higher prices and a lower comparative increase in wages.
The Mckinsey study indicated that South African consumers are concerned about financial prospects and are thus holding back spending. The survey revealed that the South African consumer proactively searches for ways to save money by comparing prices, seeking out sales and promotions, delaying purchases, and shopping at several stores to find better deals.
Another important insight was that South Africans have shifted their spending considerably towards modern retailers and away from small independent retailers. As a result, big-name retailers are expanding into more regional markets as consumers increasingly demand the breadth of products and low prices that large modern retailers provide. The Lifebuoy brand in South Africa has been cognizant of these shifting spending patterns amongst consumers. It has taken the lead in using these insights to build a business strategy to increases basket penetration amongst shoppers. Significantly, the brand had the realization that though shoppers may be financially constrained, they continued to hold quality and value-for-money as key drivers for their purchase decisions.
It was with this insight that the business developed an approach to help consumers make the most of their tight budgets whilst maximizing health and hygiene benefits for their families. The launch of the ‘School of 5’ program in 2012 proved to be the catalyst that the Lifebuoy business needed to drive feet into stores.
More significantly, this program provided the irrefutable proof of a definite causal relationship between USLP and business results. LIFEBOUY SOUTH AFRICA’s EDUCATE-SELL-REWARD APPROACH
Diarrheal diseases are the 2nd highest cause of death for children in South Africa. Lifebuoy launched the ‘School of 5’ program in South Africa in 2012 as a means of educating children on ways of preventing diarrhea through the simple act of washing hands. By the end of 2013 the brand had reached over 2.2 million children across the country through the conventional 21-day school hand wash awareness program.
In 2014, the brand inked a strategic partnership with a multinational modern retail network called SPAR, which has 850 stores across South Africa. SPAR agreed to support an in-store USLP driven promotional activity as part of their own Corporate Social Responsibility (CSR) initiatives for shoppers. This was the birth of Lifebuoy South Africa’s innovative retail led ‘Rewards’ program, which is driving awareness and sales through in- store activities coupled with hand wash education through ‘School of 5’.
The partnership with SPAR and alignment with the retailer’s CSR mission was critical to the success of Lifebuoy’s approach for two reasons;
SPAR was The widely popular partnership amongst the meant that consumers that & SPAR provided Lifebuoy was in-store space targeting for free With the partnership in place, Lifebuoy The schools were activated by running the remodeled the school program to build- ‘School of 5’ campaign simultaneously in a points-based rewards program that with the in-store campaign. Students would enable schools to compete for could win points for their schools by Rand 10,000 worth of improvements for collecting Lifebuoy wrappers, which their students. Winning schools could were submitted in special boxes in the choose from computers, white boards schools. This also ensured that parents and generators as a means of improving in the community were aware of the the learning experience for their learning benefits possible for their students. children’s schools through the purchase of Lifebuoy. The Lifebuoy team would The Lifebuoy team drove connect have regular check-ins at the school as between stores and rewards by linking part of the 21-Day program to build up eligibility of participating schools to motivation for the rewards program. their proximity to a SPAR store in their community. Each store would have a Once the campaign ended, the minimum of three (3) government-run winning school was decided based schools from the adjoining community on the points awarded per wrapper linked to them for the competition. and purchase slips. These points This resulted in the entire community were averaged against the number banding together to collect points for of students in the school to ensure their preferred schools over a two-month a more equitable evaluation when period during which the campaign was deciding a winner. The prize selected run in-store. by the winning school was allocated to their partner SPAR store, which Shoppers were informed of the would then organize a ceremony at competition and participating schools the school for handing over by the through in-store promotions. These Store Manager. This ensured there promotions encouraged them to buy was closure for the community, Lifebuoy bars and drop the purchase school and SPAR at the end of the receipts in school-specific boxes campaign. in-store to earn points for their preferred school. Shoppers were With over 1000 schools rewarded further incentivized through special since 2014, the Lifebuoy School pricing offers and free giveaways on Rewards program has built the purchase of Lifebuoy bars. The up considerable credibility as Lifebuoy team also selectively placed communities have seen tangible brand ambassadors known as ‘In Store benefits resulting from their Ladies’ on weekends when purchasing decision to purchase Lifebuoy. The power was higher, based on salary Sustainability based approach has and government welfare payouts. also proved to be a more cost- These ambassadors generated further effective means of driving volume awareness on health benefits and the growth by engaging consumers rewards program leading to a direct and young children through impact on sales. hygiene awareness. MAKING SMARTER DECISIONS WITH MMM
Marketing Mix Modeling (MMM) is an analytical approach that uses data from across the business to quantify the sales impact of various marketing activities. MMM defines the effectiveness of each marketing element in terms of its contribution to sales-volume, effectiveness (volume generated by each unit of effort), efficiency (sales volume generated divided by cost) and Return on Investment (RoI). These learnings are then adopted to adjust marketing tactics and strategies, optimize the marketing plan and to forecast sales-volume whilst simulating various scenarios.
MMM is widely used across Unilever by CMI teams to help business teams evaluate the impact of their marketing efforts and provide data to support tactics under planning. In 2016, the South African CMI team decided to evaluate the Lifebuoy rewards program from the MMM lens to evaluate and quantify its impact on the brand’s growth. The primary question that CMI wanted to answer through this effort was:
Is there a causality between the USLP Program and revenue growth & market share? The CMI team worked with an organisation called Gain Theory, which ran the MMM based on comprehensive 3-year consumer and marketing data provided from the South African market. The CMI team included USLP data as one of the marketing activities conducted and asked the analysts to isolate the impact of the school and store rewards program on sales-volume.
The MMM analysis confirmed that the hand wash campaigns in school, coupled with the rewards campaign and promotions run in-store had a positive effect on the sales volume for Lifebuoy in South Africa, particularly in the Modern Retail segment. One of the highlights of the analysis was that in-store USLP activity led to a direct peak in sales in the store, providing the irrefutable evidence that the USLP activity was driving sales by creating a more effective promotion for the consumer. SUCCESS OF THE REWARDS APPROACH
+15 4.2% TONNES $1.4
The above proves Lifebuoy USLP Average Monthly Volumes for RoI from Lifebuoy liquid hand that there is a direct campaigns contribute the Lifebuoy bar in Modern wash spends is 1.4 in Modern causal relationship 4.2% of Lifebuoy bar Retail was higher by 15 tonnes Retail, which means that between USLP and volumes in Modern when the USLP campaign was for every $1 spent there is a growth in business Retail active return of $1.4
5X 10.5M
The rewards approach has driven a 5x growth in the By 2016, Lifebuoy had reached 10.5 million children in children reached through the So5 program South Africa with plans to reach 15 million by 2020
Lifebuoy contributes 12% of Unilever sales in South Africa
lifebuoy Responded to shifting consumer spending patterns and leveraged the school program to increase basket penetration
The ‘Rewards Program’ enables Lifebuoy to help a new generation of students and parents take control of their own educational experience KEY INSIGHTS
BRAND ACTIVATIONS CMI
Core drivers for LB’s success in South Africa USLP activities should be • Sales peak when USLP is • Single minded focus and messaging on health benefits tailored to the community for coupled with other in-store • Strong Above the Line messaging larger stores. promotions. • Smart use of Below the Line campaigns, which includes in-store USLP. • Avoid a blanket, prescriptive • MMM should be conducted In-store USLP activities are effective as consumers can interact approach to each store activity with the brand at a granular level to • It helps consumers see the brand as the KEY DRIVER assisting in their Develop a ‘Lite’ version of the increase impact and achieve hygiene awareness and health upliftment activity that can be quickly rolled best results. • The reward generates affinity for the brand amongst shoppers as it • is in the form of better learning opportunities for their community’s out to smaller stores. children . • Get data at a regional Build in ‘instant gratification’ for level OR store format level USLP offers a cost-effective way to shoppers. to understand the interplay • highlight benefits to consumers, amongst various drivers, • drive feet into stores, and • Pricing Promos, bundles and especially promotions and • gain a share of shopper baskets. giveaways are good motivators USLP activities. for a positive purchase decision Emphasize key metrics with each partner in the rewards campaign to ensure each is delivering value. These metrics include Move away from shopper points • USLP is more effective • Retailer - iTO AND minimum till slips per store via collection of till slips as it in Modern Retail versus • Schools - Minimum number of wrappers takes away ‘proof of purchase’ Traditional Retail. • Agency - Direct & Indirect reach for So5 campaign. of entire basket.
SUSTAINABLE BUSINESS MARKETS THE USLP-CENTRIC APPROACH Lifebuoy China leverages the school hand wash program to build market share OBJECTIVE
Create awareness for hand wash hygiene as a precursor for brand equity and business impact
CONTEXT
Nearly 21% of child deaths in China are caused by preventable illnesses such as diarrhea and respiratory infections, both of which are preventable through appropriate hand washing practices. However, a study organized by China’s Ministry of Health in 2013 revealed a critical need for improvement in handwashing behaviour amongst Chinese adults.
Nearly 48% of respondents reported not washing hands before eating, and one-third reported not washing hands after defecating. Of those who did wash hands, only 30% reported using soap or other sanitizers and of these nearly half did not practice proper handwashing techniques. Primary problems including a lack of awareness of proper methods, appropriate duration and the need to use soap for effective cleansing.
Location was found to be the most significant determinant of hand washing awareness with there being significant differences amongst urban and rural populations’ approach towards hygiene. Those in urban settings, with a higher level of education and health awareness, were found to be more familiar with good hand wash practices and associated health benefits. Unsurprisingly, children and the rural population were found to be the most wanting in terms of hand hygiene awareness.
This was the opportunity that presented itself to Lifebuoy when it launched in China in 2014. Despite entering an anti-bacterial soap market that was dominated by Safeguard, Dettol and other local players, Lifebuoy realised that both consumers and the brand would benefit from a comprehensive hand wash awareness program in schools. This was the basis for the launch of Lifebuoy’s ‘Healthy Hands Up Initiative’ in China. LIFEBUOY CHINA’S USLP-CENTRIC APPROACH
When Lifebuoy launched in the Chinese market in 2014, the leading player in the Chinese anti-bacterial market was P&G’s Safeguard, which had a 10-year lead in establishing its dominance. The brand team was cognizant of the need for a differentiator that would help them gain quick and sustainable market share. The brand identified the need for a hand wash awareness program in schools, which had not yet been addressed by any of the established players in the Chinese market.
Lifebuoy decided to capitalize on the social mission as a means of establishing brand equity, building credibility and ultimately driving consumer preference, by doing well for communities. Between 2014 and 2016, Lifebuoy concentrated on building up the school program as the country’s only comprehensive hand wash hygiene initiative. The program’s credibility was boosted by key partnerships with China’s ‘National Committee for the Next Generation’, academic collaborations and celebrity endorsements.
Over the first three years, Lifebuoy focused on urban centers as a means of engaging parents and children to test the school program’s efficacy and building brand equity. By realization, Lifebuoy decided to engage the end of 2016, Lifebuoy had activated customers directly by leveraging the work its school program at over 600 schools being done in schools across China. The across China and reached nearly 900,000 first leg of this consumer engagement children with the 21-Day School Program, journey began by developing an in-store titled the ‘Healthy Hands-Up Initiative’. awareness program in partnership with In addition to non-negotiables of the three leading retailers who provided free global School of 5 program, the brand access to floor space across 300 stores. added innovation by using We-Chat, a Chinese social media application, to Lifebuoy created an experiential space enable children to take the hand washing within the stores using images and videos messaging back home to share with from the school program to create a parents. This application included a visual journey for customers. This also 5-day lesson plan via video and enabled provided a means of directly informing children to share Lifebuoy’s hygiene consumers of the brand’s aspiration awareness with friends. Children were to create mass awareness through the incentivized to share by offering prizes school program. Brand ambassadors for the most engagement created. would answer customer queries and Engagement in-school was enhanced by encourage them to participate in the including an innovative song and dance hygiene awareness effort by contributing element that excited children and parents 1 RMB (Yuan) from the purchase of when presented at the end of the 21 Day every Lifebuoy product to the school program. program. This effort led to multiple benefits, including affinity for the brand, The awareness effort was supplemented hygiene awareness and co-relation with by traditional and digital advertising and Lifebuoy, and most significantly, an 31% PR campaigns, with indirect reach to rise in sales in the stores where the over 6 million people over the first three social mission awareness program was years. In 2017, the brand extended the activated. program to rural markets as part of its ambition to tackle child mortality in rural This effort was also supplemented China, with the ambition to eventually by a concurrent digital campaign prevent 10 million children from falling that replicated the visual journey for ill. customers on prominent social media platforms and generated dialog through At this point, the Lifebuoy team was influencers. This had the dual benefits of confident that consumers would respond building credibility for Lifebuoy’s ambition favourably to the brand’s social mission to create hygiene awareness and driving and buy in to the effort to prevent disease customers to Unilever’s e-commerce through hand wash awareness. With this portal. BUILDING A BUSINESS ON THE SOCIAL MISSION PLATFORM
Lifebuoy has managed to carve out a niche for itself in the highly competitive Chinese market in the relatively short span of three years. In that time, it has managed to out-maneuver larger and well-entrenched brands by capitalizing on its anti-bacterial efficacy to create powerful social impact through the hand washing school program.
Customers have responded to the brand’s singular focus on driving long-term social impact by empowering children to be the drivers of behaviour change. This message has resonated with customers who are inspired by the brand’s effort to do good for community and has positively impacted the brand’s business value in China.
More significantly, Lifebuoy’s efforts in China have defined the social mission as a powerful and effective means of building market share, where none existed before. The hand washing program is no longer just about creating awareness and consolidating Lifebuoy’s anti- bacterial efficacy. It is now proven to be a differentiator, one that customers respond to, especially in markets that do not have similar precedents and face a large awareness and behaviour gap.
This places the hand wash agenda squarely as a driver for the growth of Lifebuoy’s business. This is especially significant for markets where Lifebuoy is yet to consolidate its position as an impact brand.
Lifebuoy brand teams should revisit their options in any markets where the social mission has been deferred because the brand wanted to give precedence to consolidating market share before investing in social impact. They must now look to the social mission as a means of creating a niche that will help to drive business results and differentiate the brand as a force for good.
Sustainability means business. SUCCESS OF THE USLP-CENTRIC APPROACH
31%
Sales have increased by 31% in stores that showcased the school programs to consumers • There is a direct causal relationship between the school programs and sales growth
25% 15% 40% There has been a commendable • A decrease in • A 15% reduction in the • School attendance health impact in diarrhea instances occurrence of respiratory has increased by activated schools: by 25% infections 40%
Lifebuoy contributes 0.5% to Unilever’s Personal Care sales in China
Lifebuoy identified the gap in hand wash hygiene as a driver for the brand’s growth in China
The ‘Healthy Hands Up initiative’ has resonated with consumers who are inspired by the brand’s effort to do good for community KEY INSIGHTS
BRAND BEHAVIOuR CHANGE ACTIVATION
A brand message aimed at doing Kids respond better to behaviour change good for community is more effective messages that engage them in play at engaging consumer interest Partner stores initially pushed back and purchase intent instead of just • A dance and song routine was as they felt there was too much functional superiority messaging developed for students to perform USLP messaging in stores for parents at the end of the 21-Day • However, just a message about program • Brands must be cognizant of health benefits is not enough. The ideal message should be fun • Innovative use of a social media limited resources and partner and inspiring to grab consumer application encouraged children to preferences when planning interest and action spread hygiene awareness amongst customer facing sustainable family and friends messaging A market share revolving around Parents are more receptive to messages behaviour change is resource when they see their children being intensive. Brands or markets engaged in a healthy and educational intending to emulate should commit manner themselves for the long haul and not re-evaluate on a YoY basis • This helps to land behaviour change messages with considerable ease
For more information on the case studies:
Hussain Ali Talib Sr Manager SB&C Pakistan
For more information on bringing the Sustainable Business Program to your market:
Richie Romero Sustainable Business Manager
Kristel Boyes Sustainable Business Manager