Marketing Intelligence & Planning

Marketing and sustainability

Peter Jones, Colin Clarke‐Hill, Daphne Comfort, David Hillier,
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VIEWPOINT Marketing and

sustainability
Marketing and sustainability
Peter Jones, Colin Clarke-Hill and Daphne Comfort
The Business School, University of Gloucestershire, Cheltenham, UK, and 123
David Hillier
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Centre for Police Science, University of Glamorgan, Pontypridd, UK Received October 2007
Accepted November 2007

Abstract
Purpose – The purpose of this paper is to raise for debate among marketers the issue of the
relationship between marketing and sustainability.
Design/methodology/approach – An opinion piece, that presents the views of four authors on the
current state of the debate in this field.
Findings – There is little consensus on these matters. There are those who believe that marketing
and sustainability simply cannot be reconciled, while there are others who argue that marketing can
contribute to the development of sustainable consumption.
Originality/value – The paper opens up the debate on a subject that is clearly going to be high on
the agenda for years to come.
Keywords Sustainable development, Marketing, Green marketing, Environmental management
Paper type Research paper

Introduction
Everything is never enough (marketing slogan used by Molton Brown perfumed cosmetics in
Cavendish House, The Promenade, Cheltenham, July 2007).
It is a common assumption that marketing and sustainability are set for a head on collision
because marketing is about selling more while sustainability is about consuming less
(Chartered Institute of Marketing, 2007).
In many ways marketing is often seen as the antithesis of the concept of sustainability.
The one is seen by many as one of the principal drivers of consumption while the other
seeks to “enable all people throughout the world to satisfy their basic needs and enjoy a
better quality of life without compromising the quality of life of future generations”
(Her Majesty’s Government, 2005). However, there is growing interest in the
relationships between marketing and sustainability. The Sigma sustainability
marketing guide (The Sigma Project, n.d.), designed to help companies to develop
strategies to market the benefits of their approach to sustainability to customers and to
help sustainability practitioners and marketers to gain a shared understanding of their
respective fields, disputes the argument that sustainability and marketing are
incompatible. Rather it argues that sustainability and marketing have much to offer
each other. According to strategy and marketing consultant Peter Fisk, sustainability
is one of the key trends shaping marketing today (ITSMA, 2006) while Schaefer (2005) Marketing Intelligence & Planning
Vol. 26 No. 2, 2008
an academic at the Open University Business School has argued that sustainable pp. 123-130
q Emerald Group Publishing Limited
development is perhaps the most significant and the most difficult problem currently 0263-4503
facing marketing. This paper looks to tease out some of the relationships between DOI 10.1108/02634500810860584
 MIP marketing and sustainability by posing two inter-related questions. Firstly, what can
26,2 sustainability offer marketing? Secondly, what can marketing offer sustainability?

All things to all people?

Any attempt to explore these relationships and to answer the two questions faces the
problem that both marketing and sustainability are defined and understood in a
124 variety of ways. Palmer (2000), for example, claims that “There is much
misunderstanding about what marketing is” and Kyle (2004) suggests that many
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people “see marketing” as “a series of tactics and gimmicks” or define it “as pyramid
programs” or treat the words “marketing” and “sales and marketing” and
“advertising” as synonymous. In answering the question “What is marketing?”
Gronroos (1990) argues that it is “a philosophy guiding the overall thinking in an
organization” as well as both “a way of organising various functions and activities of
the firm” and “a set of tools and techniques” such as “packaging, promotion,
distribution activities and pricing”.
While there are probably as many definitions, and understandings, of marketing as
there are academic marketing textbooks, commercial marketing manuals, bar room
orators and dissatisfied and overdrawn customers it is perhaps useful here to identify
two basic and contrasting meanings. The first pillories marketing for encouraging
people to purchase things that they do not need while the second views marketing as
having a vital role to play in identifying and meeting customer needs profitably. The
first is perhaps most generously defined in the MSN Encarta Dictionary (2007) which
defines marketing as “the business activity of presenting goods and services in such a
way as to make them desirable” and less charitably in Palmer’s (2000) belief that many
people equate marketing with “trying to sell things that people don’t really want”.
Much more critically Brown (1995) outlines popular views of marketing as being
“manipulative, devious, unethical and inherently distasteful” while many critics see it
as promoting materialism and encouraging people to work long hours and incur
considerable debt in order to maintain seemingly prized lifestyles and view marketers
as corrupt agents of commerce willing to mislead and manipulate customers for profit.
By way of contrast the second set of meanings draw on academic perspectives,
which see marketing as a fundamental business philosophy that makes customers and
the satisfaction of their needs the central focus of an organization’s business activities.
Thus, Palmer (2000) defines marketing as being “about marshalling the resources of an
organization so that they meet the changing needs of customers on whom the
organization depends”. In a similar vein Kotler et al. (1999) have argued that marketing
is “A social and managerial process by which individuals and groups obtain what they
need and want through creating and exchanging products and value with others.”
The concept of sustainability can be traced back to the thirteenth century but in
more recent times it appeared in the environmental literature in the 1970s (Kamara
et al., 2006) and since then it seems to have become a desired goal in most areas of
human activity and endeavour. However, defining this concept is not straightforward
and here again contrasting meanings can be identified. On the one hand, there are sets
of definitions which recognize that all human beings live on a planet with finite
quantities of natural resources and fragile ecosystems on which human life ultimately
depends. On the other hand, there are much more all embracing definitions that look to
include ambitious social and economic goals and to meet human needs in an
 equitable manner. Typical of the first set is ecological sustainability defined by Callicot Marketing and
and Mumford (1997) as “meeting human needs without compromising the health of sustainability
ecosystems” and Sutton (2004) definition of environmental sustainability as “the ability
to maintain things or qualities that are valued in the physical environment”.
The second set is typified by McCann-Erickson’s (2007) definition that:
Sustainability is a collective term for everything to do with responsibility for the world in
which we live. It is an economic, social and environmental issue. It is about consuming 125
differently and consuming efficiently. It also means sharing between the rich and the poor
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and protecting the global environment while not jeopardizing the needs of future generations.
While sustainability has attracted widespread political support and has become applied
to many areas of activity as evidenced by policies not just for sustainable development
but also, for example, for sustainable communities and sustainable railways, the
concept has also attracted criticism. Robinson (2004), for example, has summarized
three sets of considerable criticisms. Firstly, that the concept is vague in that it means
many different things to different people and organizations. Clark (2005), for example,
writing in The Times newspaper argued “In the absence of any precise meaning the
concept of sustainability is pointless. It could mean virtually anything and therefore
means absolutely nothing.” Secondly, that it attracts hypocrites who use the language
of sustainable development to promote and defend unsustainable activities. Thirdly,
that it fosters delusions in that it fails to recognize that the current rates of economic
growth are unsustainable and that it draws attention away not only from the need to
develop new ways of organising how people can relate to the natural world but also
from the need for fundamental social and political change.

What can sustainability offer marketing?

A growing number of companies are looking to recognize the role of sustainability as
an integral component of their business strategy. A number of factors seem to be
important in helping to explain this trend. These include the need to comply with a
growing volume of environmental and social legislation and regulation; concerns about
the cost and scarcity of natural resources; greater public and shareholder awareness of
the importance of socially responsible financial investments; the growing media
coverage of the activities of a wide range of anti-corporate pressure groups; and more
general changes in social attitudes and values within modern capitalist societies.
However, the Chartered Institute of Marketing (2006), in its report for the Department
of Trade and Industry Sector Sustainability Challenge; found that marketing teams
lead on campaigns and communications but not on business strategy, that marketing
did not lie at the strategic centre of sustainable development and that marketing teams
were not playing a major role in driving forward the development of sustainable
products and services. This suggests that marketing currently has a secondary, rather
than a primary, role in driving sustainability agendas within many companies.
That said it is important to recognize that there is growing interest in “sustainable
marketing” which has been defined by Charter et al. (2006) as “creating, producing and
delivering sustainable solutions with higher net sustainable value whilst continuously
satisfying customers and other stakeholders”. Ideally the goals here are to
systematically embed sustainability within a company’s strategy throughout
the supply chain from new product and service development to consumption.
 MIP Charter et al. (2006) have also argued “Companies should begin to prepare for a more
26,2 sustainable millennium by re-examining the social and environmental impacts of their
marketing strategies.” At the same time the authors recognize that this is a complex task
which involves research throughout the supply chain and one which will take marketers
outside their traditional frame of reference. On the one hand, such calls may be
interpreted as encouraging marketing departments and marketers to lead the way, or at
126 least to play an important role in the development of more sustainable products and
services and in making the traditional “marketing mix” more sustainable. Charter et al.
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(2006), for example, argue that price is a key element in the sustainable marketing mix
and that here the challenge is to translate social and environmental improvements into a
value proposition for which customers are willing to pay. Becker (2004), depicts this
challenge as two dilemmas. The first focuses on “integrating the reality of additional
costs (internalizing the externalities) into the marketing mix” while the second “concerns
the consumer who is mainly interested in price and quality”. On the other hand the term
“sustainable marketing” can also be seen as a little more than a thinly veiled and cynical
ploy to attract socially and environmentally conscious consumers while “sweeping”
pressing environmental and social concerns “under the carpet”.
More specifically one of the most obvious links between marketing and
sustainability is the way in which growing numbers of companies are looking to
emphasize their commitment to sustainability in an attempt to help to differentiate
themselves from their competitors and to enhance their corporate brand and
reputation. Here, the accent is integrating sustainability thinking into the core brand.
In pursuing such a strategy it is important that companies take account of all the
contact points between the brand and the consumer. One of the UK’ s leading retailers,
Marks and Spencer, for example, launched its high profile “Plan A” designed to “tackle
some of the biggest challenges facing our business and the world” in January 2007.
The company plans to work with customers and suppliers to “combat climate change,
reduce waste, safeguard natural resources, trade ethically and build a healthier nation”.
Regular press releases and news briefings are re-enforced by signage and leaflets in the
company’s stores and by window displays. The August 2007 edition of “Plan A News”
for example, highlighted the company’s joint campaign with Save the Children to
enable up to 15,000 children in Uganda to go to school, the launch of a new organic
fashion range, the removal of additives from almost all of Marks and
Spencer’s foodstuffs and details of a campaign to encourage customers to reduce
their carbon footprint.
There are also issues relating to internal marketing or more specifically with getting
sustainability accepted throughout a company and in engaging all employees in the
sustainability debate. The Chartered Institute of Marketing (2006), for example, argues
that “In order that an organization can build its sustainability credentials, an all
pervading culture needs to be developed for staff to recognize opportunities and to deal
with them.” Further it is argued that where the concept of sustainability is taken on
board by employees this leads to them having a greater sense of loyalty and pride in
the company and that this in turn can prove to be a valuable “sales asset” when
communicating with customers. However, the Chartered Institute of Marketing (2006)
also reports that there is little evidence that marketers build on these benefits when
projecting a company’s sustainability in the public domain. A growing number of
companies are encouraging their employees to participate in community programmes
 often helping them to enhance their understanding of sustainability challenges within Marketing and
the local environment. Tesco, for example, reports its desire to see its employees sustainability
engaging more closely with local communities and during 2007-2008 Tesco Express
managers and staff will each spend a day working on social and environmental
projects within these communities. At the same time, it is important to recognize that
where employees are working under pressure to meet demanding performance and
financial targets promoting sustainability may be quickly, and conveniently, ignored. 127
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What can marketing offer sustainability?

In looking to answer this question attention is focused on the role of marketing in
understanding and changing consumer behaviour and more generally in influencing
attitudes and beliefs. As such marketing can be seen to recognize the key role of
consumers as decision makers in moving towards sustainability, for example in
reducing carbon dioxide emissions, recycling increasing volumes of waste, supporting
Fair Trade initiatives and adopting healthier lifestyles. McDonald and Oates (2006)
argue that studying the current behaviour of green consumers can provide important
lessons in helping to spread sustainable buying behaviour and they sought to
understand “the reality of trying to operationalise green or ethical values in terms of
concrete purchases”. More specifically the authors argue that while such consumers
are generally predisposed to purchase sustainable products their buying behaviour
is also constrained by a range of more conventional factors including price, brand and
availability and that in order to increase sustainable patterns of consumption it is
important to understand more about how consumers arrive at their purchasing
decisions. The authors’ empirical research suggested that while green consumers look
to translate their sustainable values into purchasing criteria, such as energy efficiency
or local sourcing, decisions concerning actual purchasing behaviour also incorporate
the more conventional factors mentioned above which effectively compete with
sustainability criteria. The increased complexity of decision making led green
consumers to complain that sustainable shopping was “hard work” and that
sustainable criteria were likely to be abandoned. More positively the authors argue
that it is easier to encourage sustainable buying behaviour in fast moving consumer
goods, such as food, where regular shopping allows habits to be formed and
maintained rather than it is for the occasional purchase of large items like a fridge, a
motor car or a house. The authors also explored the sources of information used by
green consumers and while their research revealed that a wide variety of formal and
informal sources were consulted it also suggested that informal sources were used
more widely by the consumers who exhibited the more extreme sustainable buying
behaviour.
A focus on changing behaviours is one of the key elements in the Department for
Environment, Food and Rural Affairs’ (DEFRA) approach to sustainable consumption.
This approach is partly rooted in the recognition, recently reinforced in the DEFRA
(2007) survey of public attitudes and behaviours towards the environment, of an often
sharp discontinuity between awareness of the environmental impacts of a particular
set of behaviours and a willingness to change personal behaviour to reduce such
impacts. Research by Barr et al. (2006), commissioned by DEFRA, focused on
behaviour change in terms of establishing the link between environmental practice and
everyday behaviour, targeting policy for specific lifestyle groups and establishing the
 MIP potential for change. Five main policy implications emerged from this work. Firstly,
26,2 the need to remove many of the barriers, including lack of choice, cost, convenience,
time and effort, to change. Secondly, the need for policy makers to work more closely
with large corporations, particularly the supermarket groups, to promote sustainable
consumption and behaviour. Thirdly, the need for collective, rather than individual
action, in moving towards greater sustainability. Fourthly, a recommendation that
128 changes in behaviour are likely to be best achieved by incentives rather than penalties.
Finally, in making the case for incremental change the authors stressed that very few
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individuals were willing to make radical changes to their lifestyles.

More generally there is the argument that by harnessing the creativity and
innovation that is often seen to be one of the characteristic hallmarks of marketing it
may be possible to move towards a more sustainable future. The accent here might,
for example, be on making sustainability a household word and a universal way of
adding social, economic and environmental values to the products and services
society consumes. That said there are major challenges here in that such an
approach may need to span the entire product life cycle and to involve a
comprehensive reassessment of product design and development, of pricing policies,
of distribution and marketing communications and of product and packaging
disposal.
At the same time, the arguments about changing behaviour and about harnessing
the creative and innovative power of marketing are generally couched within a growth
idiom. The Ethical Corporation (2003), for example, in answering the question “Would
marketing sustainability mean less growth?” argues that it means “better, smarter and
much more efficient ways” of production and consumption. However, more radical
commentators would emphasize the stark reality that the present patterns of
production and consumption are simply unsustainable. Here, marketing could
conceivably play a major part in moving towards a much more self sufficient and truly
sustainable society but as such it would contain the seeds of its own destruction and
those of the current business model that is at the heart of contemporary capitalist
society.

Conclusion
While marketing and sustainability might seem to be as different as “chalk and cheese”
(Ethical Corporation, 2003) there is growing evidence that the two concepts have
something to offer each other. On the one hand, an increasing number of companies
publicly claim to be committed to an all-embracing definition of sustainable
development of a marketing mix of sustainable goods and services. That said many of
the sustainability commitments claimed by companies can be interpreted as being
driven by business imperatives. Thus, while many of the environmental initiatives
currently being by a number of the UK’s prominent retailers are designed to reduce
energy and water consumption and waste emissions they also reduce costs. On the
other hand there are claims that marketing offers important ways of changing
consumer behaviour and in influencing attitudes and beliefs. However, the jury will
surely be out for some time on whether marketing has the power to promote the sort of
radical lifestyle changes that a truly sustainable future demands.
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Corresponding author
Peter Jones can be contacted at: pjones@glos.ac.uk

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