We can argue weather investment in government or education would yield more benefit for society…but if we lose natural resources, it really doesn’t matter.
Faced with a shrinking share of the ice-cream market and a diminishing connection between it and consumers, Haagen-Dazs was looking to differentiate itself. They turned to the honeybee.
Why was this effective?
With relatively limited resources and a truly integrated marketing campaign Haagen-Dazs managed a massive pump in brand awareness; a boost in sales; an effective initiative for the environment and a Congress funding discussion for research into the bee crisis. It really doesn’t get much better than this.
About the campaign
The source of what follows is the agency’s presentation for the Effie Awards in 2009.
- Primary Agency: Goodby, Silverstein & Partners
- Media Agency: Zenithmedia
- Contributing Agencies: Ketchum
- Revitalize Häagen-Dazs sales: Grow revenue by a minimum of 4% with flat advertising spending while also maintaining price premium. (Source: Häagen-Dazs)
- Inject dynamism into the Häagen-Dazs brand
- Make “noise” on very little money: With no foreseeable increase in budgets, every dollar needed to work harder; the client’s charter to the agency was to create an “out of scale effect”—in other words, to create a media multiplier on our investment across the board.
More from Adage.
Because of the scale at which HD produces, did they use organic honey or genetically modified honey from China?
A third or more of all the honey consumed in the U.S. is likely to have been smuggled in from China and may be tainted with illegal antibiotics and heavy metals. A Food Safety News investigation has documented that millions of pounds of honey banned as unsafe in dozens of countries are being imported and sold here in record quantities.
And the flow of Chinese honey continues despite assurances from the Food and Drug Administration and other federal officials that the hundreds of millions of pounds reaching store shelves were authentic and safe following the widespread arrests and convictions of major smugglers over the last two years.
Experts interviewed by Food Safety News say some of the largest and most long-established U.S. honey packers are knowingly buying mislabeled, transshipped or possibly altered honey so they can sell it cheaper than those companies who demand safety, quality and rigorously inspected honey.
Companies engage in off shore manufacturing in order to preserve their profit margins. When workers suffer due to poor working conditions (poor sanitation, lack of proper breaks, overworking, etc.) and the public finds out, sales can suffer. This happened with Liz Claiborne (sweat shop), Nike (child labor and sweatshop), Apple (labor conditions), and Zara (labor conditions).
Actually, this problem isn’t new at all.
By 1900, the long, white plumes of egrets that lived in the Everglades had become more valuable than gold. Feathers were in fashion and no woman’s hat, it seemed, was complete without an array of plumes. Some hats even included entire stuffed birds. To satisfy the demands of this fashion trend, more than five million birds a year were being slaughtered. Nearly 95 percent of Florida’s shore birds had been killed by plume hunters.
The Audubon Society tried unsuccessfully to persuade women not to buy hats with feathers, while the powerful millinery industry used its influence in Congress to defeat a series of national laws aimed at stopping the slaughter of birds.
Regulation is the only deterrent. Iowa Congressman John F. Lacey passed the Lacey Bird and Game Act of 1900. The bill made it a federal crime to transport birds killed in violation of any state law, and soon government agents were confiscating huge shipments of bird skins and feathers.
More from Ken Burns documentary here.
A system is one where all components are in relationship to one another and the intended outcome is blocked or produces unintended consequences. Systemic problems have downstream impacts that are greater than what began at the system’s origin. A practical example of a systems problem is a complication in the relationship of the heart to the body.
As a high performing system, it has an intended outcome: together the heart and the body enable movement and basic functioning of a human being. The heart is an integral organ to the body. It cannot decide to not work one day; the elements that depend upon cannot operate without it.
Likewise, a high performing business is dependent upon labor in order to provide its product or service. As a purposeful system, an organization is part of a larger purposeful whole—the society.
If the heart, or business, pump too little nutrients to the rest of the body, other organs in the system start to suffer.
Failure of Nerve is essential reading for all leaders, be they parents or presidents, corporate executives or educators, religious superiors or coaches, healers or generals, managers or clergy. Friedman’s insights about our regressed, seatbelt society, oriented toward safety rather than adventure, help explain the sabotage that leaders constantly face today.
Suspicious of the quick fixes and instant solutions (i.e., linear thinking) that sweep through our culture only to give way to the next fad, he argues for strength and self-differentiation as the marks of true leadership.
His formula for success is more maturity, not more data and stamina, not technique.
Annual financials represent measures of success or improvement for the company. They communicate these financials annually as both a proactive communication to their stakeholders and a compliance measure to the government. Many organizations–across all sectors of the World economy–are increasingly pressured to have CSR information on their websites and are publishing CSR and sustainability reports. Few publish their financials together with their sustainability metrics.
This image isn’t unlike the internal business process to determine what measures get reported. It can be hard to determine what is important–the difference between key performance indicators and drivers.
Often times companies or business groups think they have to measure everything in order to keep track of what is going on. Companies often fall into two traps:
- They misunderstand the difference between what they think are “burning platform” issues, and those that are truly critical. (Sometimes those platforms need to burn down in order for something more productive to arise.)
- They measure the things they do well in order to see positive status each reporting cycle. (Sometimes poor status causes too much transparency for a group to handle and highlights that there is no mechanism for accountability, or a lack of leadership.)
- Get caught up in achievable goals versus trying to solve big problems. Business groups and companies remain focused on the isolated intervention of individual organizations or groups.
As a result, each culture problem solves by looking at the parts, not the whole. The world’s big problems cannot be solved by looking at the parts.
If we want the most productive return on our investment of time or money, we need to focus on:
- what is actually important to the business
- the areas that the company doesn’t do very well today
The rest is white noise.
The rise in support for same-sex marriage over the past decade is among the largest changes in opinion on any policy issue over this time period. Fully 14% of all Americans – and 28% of gay marriage supporters – say they have changed their minds on the issue in favor of gay marriage.
|Views of same-sex marriage and the percentage who…|
|Of the 14% who changed their mind and now favor gay marriage, Pew Research asked...What made you change your mind about same-sex marriage?||Their responses could be categorized as…
Source: Pew Research