rc15 "moving big corporates" willemijn de iongh
DESCRIPTION
When last did you try to give a good friend critical feedback? Oxfam’s Behind the Brands campaign is one of many global private sector campaigns. It’s “critical friend” approach – calling out bad performance while still celebrating the good – has been praised, ranked and criticised. Almost two years in, the campaign has managed to push food giants such as Coca-Cola and PepsiCo to adopt “zero tolerance for land grabbing” policies, pushed the three largest cocoa producing companies in the world (Nestlé, Mars and Mondelez) to take action on improving women’s rights in their cocoa supply chains and made General Mills and Kellogg commit to setting ambitious emission reduction targets.So what do these commitments mean in practice? What exactly makes a company move? What are the challenges for outsider vs. insider approach? How do we move from policy to practice? These are questions all campaigners deal with and some are easier to answer than others. Willemijn will tell thestory of the Behind the Brands campaign, share what excites her in this campaign but more importantly give insight into the biggest strategic challenges the Oxfam team is dealing with.TRANSCRIPT
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THE WORLD’S TOP 10 FOOD & BEVERAGE COMPANIES
COLLECTIVELY GENERATE REVENUES OF MORE THAN
$1.100.000.000,- A DAY.
THAT IS NEARLY $200,000,- EVERY 15 SECONDS.
3 COMPANIES CONTROL 40 % OF THE GLOBAL COCOA MARKET. COKE IS WORLD’S LARGEST BUYER OF SUGAR & CONTROLS 25 % OF GLOBAL SOFT DRINKS MARKET. 25% OF GLOBAL EMISSIONS COME FROM THE FOOD SYSTEM.
ILLUSION OF CHOICE
OPPORTUNITY: MOVE GIANTS
MOVE THE FOOD SYSTEM
Page 21
THEORY OF CHANGE
SPIKE SPIKE SPIKE
COMPANY ENGAGEMENT + WIDER ENGAGEMENT
SHAREGRAPHICS
CELEBRATE GOOD TIMES
‘CAN TOOL’
Turn BRAND on its head
OFFLINE STUNTS
Page 28
ACHIEVEMENTS
EXTERNAL TAKEAWAYS ² INTERVENE in marketing dialogue that BRANDS are having with
CONSUMERS to PROTECT BRAND VALUE.
² CRITICAL FRIEND APPROACH WORKS - with companies & for consumers.
² MULTIPLIERS amplify Oxfam’s mobilisation.
² BtB “ASKS” are ambitious yet reasonable/realistic - We are not going viral – yet results.
² A COMBINATION OF TACTICS works which work in sync but not alone.
² ICONIC WINS CREATE A RIPPLE EFFECT (VGs, national cases, cocoa market reform, BtB as text book case, sustainability awards).
² First go WIDE FOR CRITICAL MASS (>250,000) then DEEP W/ SUPPORTERS.
² NO RADICAL ACCUSATIONS – truth is shocking enough.
SECTION DIVIDER HEADER HERE (NOT TO BE USED AS CONTENT SLIDE)
Unlike Nestlé, we don’t have a social media Command and Control Centre. Instead we have smart campaigners like Al connecting to thousands of passionate supporters.
INTERNAL TAKEAWAYS
² PROPER PLANNING PREVENTS POOR PERFORMANCE
² MULTIFUNCTIONAL TEAMWORK à co-creation and collaboration. Digital campaigns = public/digital campaigners have a voice!
² CONFIDENCE & INTERNAL COMMUNICATION à beat the drum internally as well.
² REAL-TIME SENSE MAKING OF ACHIEVEMENTS/FAILURES à creates agility in switching strategies.
PS SKEPTICISM à “RISK” OF GREEN-WASH IS OMNIPRESENT. BALANCE BETWEEN: CHANGE IN INDIVIDUAL CASES ßà SYSTEMIC CHANGE ACROSS THE OPERATIONS OF WHOLE COMPANY IN THE LONG TERM (SYSTEMIC SUPPLY CHAIN AUDITING) EVOLVING CAMPAIGN MODEL OVER TIME TO KEEP PACE WITH SUPPORTER JOURNEY. COMPANIES GETTING MORE SAVVY IN RELATION TO OUR TACTICS & SCORECARD METHODOLOGY...COUPLED WITH TARGET/SUPPORTER FATIGUE.
challenges
$15,277,200,-
20 minutes later…
DANKE! WILLEMIJN DE IONGH | OXFAM | WWW.BEHINDTHEBRANDS.ORG