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Within the corporate context, sustainability did not feature as a singular issue, but was grouped under various social and economic imperatives. This can be evidenced in Seline’s comment relating to the inclusion of social responsibility, corporate responsibility, black economic empowerment and environmental issues being part of her mandate. The ‘sustainability space’
included a wide array of corporate linkages made with various organisations to fulfil mutual goals.
Seline’s viewpoints in this regard, portrayed a wider definition to the nature of marketing which in a corporate context, was not readily accepted. The reference made to the ‘brand guys can’t figure that out’ contextualised for Seline, the difficulty within the practice of marketing to reconcile sustainability goals with business goals. Conceptually, Seline felt that sustainability was not a difficult notion to grasp, but for the marketers who were required to include this as part of their existing job profile, the redefinition of marketing beyond the scope of its economic function remained a challenge. The sustainability ethos for Seline, required a level of thinking beyond the existing norm and this created a difficulty for their internal marketers in reconciling existing marketing practice with a more critical social outlook.
The corporate context for sustainability in her view required a reconceptualization of the marketing definition to some degree. She further added that sustainability would be absorbed within an academic context at both undergraduate and postgraduate levels. Seline therefore represented the nature of marketing for sustainability in a corporate context as an extension into the social sphere of marketing practice. In the next section, the core concept of marketing is explored in the context of Seline’s perspective.
4.5.3 Seline’s perspective on the core concept of marketing
The core concept of marketing for the ‘Social Marketer’ related to the transactional nature of marketing and whether or not the exchange of value in marketing extended beyond this economic focus. Seline did not deny the importance of sustainability or social issues as part of marketing, but clearly delineated the core concept of marketing being transactional more so than a social exchange. Seline’s statements related to this are included in Figure 4.14.
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Figure 4.14: Seline’s statements- core concept of marketing
This is evidenced in her strong focus on the business plan as opposed to a social or environmental plan. The extension of the marketing function is used to offer social benefit such as solar heating to save electricity costs, but the fundamental core concept was intact and the business objective to obtain economic gain was fore fronted. The core function of their business for Seline, was to engage in the transactional space, and sustainability was considered a managerial tool or mechanism that allowed this to happen.
Sustainability in Seline’s viewpoint was not a trend, and its relevance as a global issue was for her something that should be mainstreamed in marketing. Sustainability in marketing for Seline, has longevity and can be entrenched as part of how people live and how business in conducted.
4.5.4 Seline’s perspective on the scope of marketing
As a ‘Social Marketer, Seline’s scope of marketing did extend the conceptual boundaries of marketing beyond the business context. The extension was for Seline, at the level of offering the marketing function to society at an operational level. Seline’s statement with regard to the scope of marketing are included in Figure 4.15.
1. “It is a business plan, so it’s not an environmental plan, its not a social plan.” 3
2. “we spent a lot of money installing solar water heaters and then the question was, so what is the business plan?...they have got more disposable income…see that as a market development opportunity…” 5
3. “…we’re not going to dabble in a space other than that and I think that’s where other organisations are struggling to find the middle ground, sweet spot.” 13
4. “I did think it was (response to a question asked about sustainability being trendy) it is the subject of the moment…I hope it will move to something more mainstream and embedded…a part of what people do rather than a thing of the moment… don’t’ think its reached the peak of its
trendability…” 13
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Figure 4.15: Seline’s statements- scope of marketing
Seline identified strongly with the attachment of their brands to a social cause, where sustainability was used as an opportunistic strategy to target consumers. At the heart of Seline’s approach to sustainability, remained the justification for the business case of marketing. Seline was aware of what social impacts would be required in different country contexts and this allowed for the use of sustainability driven goals that were targeted at either a social or ecological level.
A developing world context such as Africa would be targeted using social causes as a means for pursuing transactional exchange. The business case focus in her organisation was driven from the highest level of management, which reinforced the economic scope of their social interventions.
Seline highlighted that the scope for sustainability in marketing would require a reorientation of the marketing function to include activities related to designing products in a sustainable manner, sourcing sustainable raw materials and consideration for transport of goods, cost efficiency as well as the carbon footprint. Although the term sustainability appeared difficult to define for Seline, the interpretation she afforded to the term extended the possibility for marketing to move into new realms of achieving economic growth.
1. “So, there’s a realization for our brand that there’s a business case and an opportunity with our consumers has meant that …sustainability is now driven at a marketing level.” 5
2. “I think particularly in Africa and in India that the requirements for social impact is greater than the environmental impact.” 5
3. “Our chairman is very clear, unless there is a business case, there’s no point, there’s absolutely no point in doing it.” 6
4. “…designing for sustainability, right materials, right structure, right package design, space…transport…shelf space…cost efficiency, but also the carbon footprint…our product formulation…” 11
5. “I really struggle with the word…making sure the future is preserved…its linked to growth but its also linked to a sense of not curbing growth, but changing the way you achieve growth.” 14
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4.5.5 Seline’s perspective on the primary responsibility of marketing
Seline was characterised as a ‘Social Marketer’, therefore, the primary responsibility of marketing would be valued as both an economic and a social process. However, in the case of Seline, her primary focus of marketing was slanted toward the economic function of marketing more so than towards the social function. Seline’s statements with regard to the primary responsibility of marketing are included in Figure 4.16.
Figure 4.16: Seline’s statements- primary responsibility of marketing
The investment in sustainability for Seline was driven by the profit motive. The short-term strategy focus in business was considered contrary to the long-term strategy-driven focus of sustainability marketing, which challenged corporate acceptance for such a business direction.
Therefore, Seline highlighted that the corporate imperative was to push the business link above the social and ecological benefit otherwise business would not accept it.
Ultimately for Seline, the economic goals of scale and impact would receive greater prominence over the social outcomes that may occur through social responsibility programmes.
The primary responsibility of marketing, for Seline remained primarily at the level of the business case with the use of sustainability goals as a mechanism to drive forward economic gain.
1. “…are we getting more bang for our buck? From an investment point of view, applying a more strategic approach…what is the business wanting to achieve from this?” 1
2. “…trying to get the business to come with me on this environmental journey… met with quite a lot of resistance…they were driving a short-term strategy…” 2
3. “…the only traction we were going to get is if we found a business link. That if unless the linkages drove it at a corporate level, it would never become embedded in the business.” 2
4. “…the point really of the sustainability goal is what is the business…how do we do it in a way that achieves scale and impact.” 9
103 4.5.6 Summary of Seline’s perspectives
Seline offered a corporate context for sustainability that was firmly built on market development opportunities, i.e. the business case. She also expressed that the practice of marketing within a sustainability domain also influenced behaviour change for consumers, sometimes indirectly, through reward for enacting such behaviours.
She did not seem convinced that marketing sustainability is essential for inclusion into marketing curriculum. Ultimately, she asserted that sustainability redefined the corporate space for marketing practice but did not necessarily influence what happened within the marketing curriculum. Seline’s perspectives did not include a strong focus on the academic component of marketing, instead it is levelled at the practice of marketing utilising sustainability as a management tool.
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4.6 PART 5: LATISHA (THE DISCOVERY CHANNEL: THE