1. Describe the implications of globalization in the field of human resource management.

changed.

Human Resource Management (HRM for short) is all about recruiting, retaining, and

managing an organization’s employees. It’s a critical force behind the satisfaction of the

workforce and this form of people management plays a huge role in the competitive advantage

of a corporation.

Today, as the world becomes more connected thanks to globalization, the duties of

HRM, too, have changed. Globalization in HRM means that the HR team manages resources

across the world, and it’s their duty to help all team members feel like they belong to a single

community. A Global HRM expert helps an organization manage their diverse workforce, with

knowledge of the country’s regulations and laws, and ensures they provide employees with

opportunities to grow. As with other teams, the impact of globalization on HRM has been

profound. Read on to know more about what it means to be in HRM in a global environment,

and how a human resources team can make the most of it.

Attract and integrate employees from around the world

Thanks to globalization, as an organization gets bigger, it’s likely to catch the attention

of people across the world. To this end, an increasing number of employees will come from

different parts of the world and have different cultures and customs they adhere to. It’s the

work of HRM to ensure all employees are well integrated and working towards a common goal,

and at the same time make the organization look appealing to potential employees worldwide.

Navigate local customs and laws, as well as international ones

 As mentioned earlier, most employees come from different cultures and backgrounds

and thus it’s the duty of HRM to ensure that the organization does not offend the sentiments of

employees or make them feel unwelcome. To this end, they must be aware of and take into

consideration local customs and laws while keeping in mind their diverse workforce.

Employees should not feel that a certain group is being favored over others – they must all be

equally respected, and it’s the HRM’s onus to quell any discomfort or cross-cultural issues

within the workforce in a respectful manner.

Handle the shortage of top talent due to global competition

Today, as the world experiences globalization on an unprecedented scale, it’s natural

that there’s stiff competition amongst corporations for the best talent. To this end, it’s the

responsibility of HRM to ensure that they find the best minds for the organization and ensure

that said talent remains satisfied with the way things run at work. It’s their job to ensure that

every employee is happy with the workplace and if not, they must listen with an open mind and

strive to quell the employees’ concerns.

Manage a diverse workforce

As companies continue to experience vast growth, HRM will find themselves managing

a heterogenous workforce with different physical and mental abilities, cultural backgrounds,

races, ages, genders, religions, and sexual orientations. They must hold a positive attitude
 towards these differences, be able to adjust to the different behaviour, and respect cultural

differences. They must find ways to unite this diverse workforce under one umbrella and

ensure smooth sailing on a day-to-day basis.

Meet global social responsibility requirements

It’s also up to the global HRM team to conduct their practices in an ethical way, such as

when outsourcing to countries that offer a lower wage or hiring candidates to fill a certain

quota. Other examples include figuring out what exactly it means to have ‘fair working

conditions’ and what a fair termination means - while ensuring there is no bias in their actions.

How an MSc in Global Human Resource Management can help you deal with these

changes

As a part of global HRM, it’s vital that you imbue the necessary skills it takes to manage

global differences when it comes to managing a workforce. To this end, an MSc in Global

Human Resource Management will equip you with the knowledge and expertise you need to

help an organization achieve its potential. The University of Portsmouth offers a part-time,

online MSc in Global Human Resource Management that is CIPD-accredited (Chartered

Institute of Personnel and Development) and helps you cultivate the competencies you need to

succeed in this field.

2. What roles do HR practices play in business decision to expand nationally.

What Role Do HRM Practices Play in A Business Decision to Expand Internationally? Ilein

Arteaga 2608214 Florida International University HRM CONTRIBUTIONS TO

INTERNATIONAL EXPANSION OF BUSINESS Human Resource practices play a great role in

the international expansion of businesses. With globalization being the current trend in

businesses all over the world, success of international business units depends heavily on the

effective performance of the Human Resource department (Edwards & Rees, 2006).

Globalization or the international expansion of business involves the integration of an

organization`s operations, business processes and strategies into diverse cultures, ideas,

products and services. Business operations transverse regional and geographical boundaries,

while having to deal with diverse cultures in their area of operation, ranging from customer

relation to recruitment of employees (Edwards & Rees, 2006).

Transnational businesses must also strategically deal with their foreign markets which involves

understanding concepts of multi-culturalism which can be effectively handled by the Human

Resource Management.

Most importantly however, is the role of Human Resource Management in cultural sensitivity

that will determine the success of a business beyond its borders (Jackson, Schuler & Werner,

2012). Human Resource planning is essential in the success of any business.

HR planning is the strategic process of forecasting future human resource needs of an

organization and ensuring that structures are established to align these needs with the goals

that a business envisions to achieve. This process is especially important in the international

expansion of businesses, as the success of a business is highly dependent on this

management of this resource (employees). This critical practice of HR management will

ensure an organization is equipped with accurate information and data on human resource

before it ventures into any foreign markets or fields.

HR planning will also ensure correct information on projections in terms of employee turnover

is available to avoid future surpluses of deficits in the workforce of an organization (Jackson,

Schuler & Werner, 2012). All these information that is gathered through the process of HR

Planning is imperative to a business that is deciding to embark on the process of globalization

or operating beyond its geographical or cultural borders. Recruitment and selection are other

roles of HRM that are significant in a business’ decision to venture into international markets

and operations.

Transnational business translates into incorporation of a larger workforce in the business

operations due to the expanded magnitude operations (Ervin & Smith, 2008). This calls for

recruitment and selection of new employees to facilitate the expanded scope of operations.

The HR practice of recruitment and selection is important in a business’ decision to venture

into international markets. Expansion of a business into international markets requires full

knowledge of the culture in the host country/region.

Culture and perspective of people in the new markets is imperative to understand, as it would

govern the processes of recruitment (Ervin & Smith, 2008). A good example is a nation where

people frequently read the dailies and newspapers. This would direct the advertising of

recruitment in the dailies. The perspective of people in the host country should also be

considered to ensure this HR practice is aligned to their culture. Understanding of the host

country`s culture and perspective is imperative in conducting a credible and efficient

recruitment and selection process.

The other equally important HR practice in deciding on international expansion of business is

the training and development role in HR. Before a business decides to embark on international

markets, it must consider the possibility of training either newly recruited staff in the new

markets, or similarly, training expatriates to work in the new markets (Evans, Doz & Laurent,

1989). There is a high possibility of businesses to fail in newly ventured markets if its

operations do not match up to that of its competitors.

To maintain competitive advantage in new markets, a business must ensure it offers quality

services and products that either match or surpass the standards in the newly ventured

markets. This can be maintained through continuous training and developing the

organization`s workforce. Training will inculcate the right job attitudes, skills and knowledge

that will ensure effective and efficient job performance; an attribute that will enhance a

business’ chance of success in international markets.

Performance appraisal is yet another HR practice that plays an important role in determining

the viability of a business venturing into international markets. However small the connection

may seem between these two factors; the impact of performance appraisal largely determines

the consistency of a business’ performance. Performance appraisal is the structural check

against which the performance of an organization`s workforce is weighed and rewarded.

Performance appraisal should significantly consider the working culture of the market it is

operating in (Edwards & Rees, 2006).

This is important as people from different cultures are motivated by different factors. Some

cultures value wage increment as motivational factors whereas others value job promotions

and recognition more.

Performance appraisal should consider such cultural factors before establishing ways on how

to reward employees. An efficient performance appraisal will ensure that employees are

constantly working towards exemplary performance, as they know their efforts will be awarded.

Performance appraisals that are fair, transparent and in line with employees’ expectations; will

see the rise in productivity of a business` operations. The rewarding system established by an

organization is also important in determining the success of a business in foreign markets.

Different countries in the world have different rates of inflation and standard remuneration.
These factors should be taken into effect as they greatly influence the performance of

employees in an organization.

Remuneration is a sensitive factor in HRM as extremes on either side may lead to high

unhealthy turnover for an organization (Jackson, Schuler & Werner, 2012). High remunerations

that are above average in the country of operation may build employees wealth to limits that

make them leave their workplaces, on the contrary, meager salaries may result to turnover as

employees seek greener pastures. It is therefore imperative that any organization that wishes

to expand into international markets to consider the remuneration average in their countries of

operation.

Other HR practices that need to be considered before a business venture into international

markets include management development, quality management, and compliance

management (Evans, Doz & Laurent, 1989). The management of an organization venturing

into international markets should be ready to streamline its operations to thrive profitably in its

market of operation. Most importantly however, the management should adapt a global culture

of professionalism that ensures expatriates and employees from the home country work in

harmony.

The international business should have managers who are focused to ‘think globally but act

locally”. This is a sure-way policy that will rocket any international business into success

(Jackson, Schuler & Werner, 2012). Compliance management is the other HRM practice that

is equally important in the consideration of

venturing into international business. Different countries have different business compliance

laws that must be adhered to if a business is to maintain its legal jurisdiction in its area of

operation.

Laws relating to the quality threshold of production, taxes, employee welfare among others

should be taken into effect. It is also important for a business to recognize what operations are

deemed legal or illegal in its host country to avoid legal tussles (Evans, Doz & Laurent, 1989).

From the above, it is clear that HRM practices play a significant role in determining the

globalization of a business. It is therefore essential that before businesses embark onto

international businesses, they should consider global factors that will ensure its ascent to

success.

BIBLIOGRAPHY

Edwards, T., & Rees, C. (2006). International human resource management: Globalization,

national systems and multinational companies. Harlow: Financial Times/Prentice Hall. Ervin,
 J., & Smith, Z. A. (2008). Globalization: A reference handbook. Santa Barbara, Calif: ABC-

CLIO. Evans, P., Doz, Y. L., & Laurent, A. (1989). Human resource management in

international firms. Macmillan. Jackson, S. E., Schuler, R. S., & Werner, S. (2012). Managing

human resources. Mason, Ohio: Southwestern Cengage learning.

3. Why is it important for a manager to be able to conduct a job analysis? What are the

negative outcomes that result from not understanding the jobs of those reporting to the

managers?

managers should be competent in job design (or analysis). This essential because they need

to have a people structure and capabilities in place that meet the current and near-future

operating requirements of their department, as well as their own KPIs (where most work is

performed by their staff as inputs into managers’ KPIs). Job design ensues that:

Jobs are in place that cover the tasks that the dept. needs to complete now and in the

foreseeable future.

that the number and level of positions and their cost is appropriate and justifiable to meet the

level of task complexity and the skills / knowledge required to perform the work, with

consideration of market competition to attract high performing staff (salary costs)

That the organizational hierarchy and structure is informed by job design that facilitates

opportunities for internal promotion / side-stepping to upskill employees where vacancies arise.

The hierarchy should not be too flat or layered (resulting in managers having too many or too

few direct reports); must be appropriate to number of positions; and cannot be top or bottom

heavy in terms of role seniority. Top heavy results in too much planning and strategic work,

with inadequate implementation; and the opposite if bottom heavy - which impacts productivity

and collective performance potential.

That positions do not overlap in their responsibilities causing duplication (inefficiencies) or

confusion or tension between staff

That jobs are designed to support teamwork and for team members to support each other

during vacancy periods to ensure that operations / customer service is not compromised
 That job requirements such as level of experience, skills and qualifications are aligned to the

level and complexity of duties (otherwise the risk is hiring overqualified or underqualified staff)

Jobs must be designed to be interesting - to attract dynamic and high performing staff -

repetitive or narrowly defined roles will only appeal to mediocre candidates; roles that have

very broad / or unrealistic requirements will not attract candidates either - as they do not exist.

All the jobs that report to the manager must complement the manager’s overarching

accountabilities and be performed by competent staff so s/he can achieve their KPIs and those

of the department

Without good job design, a manager will not have assurance that.

the work is being performed to meet operational needs and target at the required standards.

Employees have the skills and and knowledge at the right level that match their job duties in

order to perform their duties competently, and complete tasks and achieve organizational

objectives

divisions of duties and responsibilities will be clear. Lack of clarity often results in a poor

accountability or a “blame or finger-pointing” culture caused by confusion and lack of

formalization.

They are enabled to achieve the targets for their dept. and individually which compromises

their competence and job security

4. What factors affect organization ability to attract qualified individual to the organization.

INTERNAL FACTORS

The internal factors also called as “endogenous factors” are the factors within the organization

that effect recruiting personnel in the organization.

The internal forces i.e., the factors which can be controlled by the organization are:

 Recruitment Policy

The recruitment policy of the organization i.e. recruiting from internal sources and external also

affect the recruitment process The recruitment policy of an organization specifies the

objectives or recruitment and provides a framework for implementation of recruitment

program.It may involve organizational system to be developed for implementing recruitment

programs and procedure by filling up vacancies with best qualified people.

Factors Affecting Recruitment Policy

Need of the organization.

Organizational objectives

Preferred sources of recruitment.

Government policies on reservations.

Personnel policies of the organization and its competitors.

Recruitment costs and financial implications.

 Human Resource Planning

Effective human resource planning helps in determining the gaps present in the existing

manpower of the organization. It also helps in determining the number of employees to be

recruited and what qualification they must possess.

 Size of the Organization

The size of the organization affects the recruitment process. If the organization is planning to

increase its operations and expand its business, it will think of hiring more personnel, which will

handle its operations.

 Cost involved in recruitment

Recruitment incur cost to the employer; therefore, organizations try to employ that source of

recruitment which will bear a lower cost of recruitment to the organization for each candidate.

 Growth and Expansion

Organization will employ or think of employing more personnel if it is expanding its operations.

EXTERNAL FACTORS

 Supply and Demand

The availability of manpower both within and outside the organization is an important

determinant in the recruitment process. If the company has a demand for more professionals

and there is limited supply in the market for the professionals demanded by the company, then

the company will have to depend upon internal sources by providing them special training and

development programs.

 Labour Market

Employment conditions in the community where the organization is located will influence the

recruiting efforts of the organization. If there is surplus of manpower at the time of recruitment,
even informal attempts at the time of recruiting like notice boards display of the requisition or

announcement in the meeting etc. will attract more than enough applicants.

 Goodwill / Image of the organization

Image of the organization is another factor having its influence on the recruitment process of

the organization. This can work as a potential constraint for recruitment. An organization with

positive image and goodwill as an employer finds it easier to attract and retain employees than

an organization with negative image. Image of a company is based on what organization does

and affected by industry. Managerial actions like good public relations, rendering public service

like building roads, public parks, hospitals and schools help earn image or goodwill for

organization.

 Political-Social- Legal Environment

Various government regulations prohibiting discrimination in hiring and employment have

direct impact on recruitment practices. For example, Government of India has introduced

legislation for reservation in employment for scheduled castes, scheduled tribes, physically

handicapped etc. Also, trade unions play important role in recruitment. This restricts

management freedom to select those individuals who it believes would be the best performers.

If the candidate can’t meet criteria stipulated by the union but union regulations can restrict

recruitment sources.

 Unemployment Rate

One of the factors that influence the availability of applicants is the growth of the economy

(whether economy is growing or not and its rate). When the company is not creating new jobs,

there is often oversupply of qualified labour which in turn leads to unemployment.

 Competitors

The recruitment policies of the competitors also affect the recruitment function of the

organizations. To face the competition, many a times the organizations have to change their

recruitment policies according to the policies being followed by the competitors.

Given the following schedule, plot the demand curve and supply curve in a separate

graph.

1. Demand and supply schedule (2 graphs)

Price Quantity demand Price Quantity supplied

2 150 2 100

4 100 4 120

6 75 6 160

8 60 8 180

10 50 10 210

12 30 12 220

Graph of Quantity Demand

Graph of Quantity Supply

2. Given the following equations, derive demands and supply schedule

Demand schedule

Price Quantity demand

2 150

4 100

6 75

8 60

10 50

12 30

Supply schedule

Price Quantity supplied

2 100

4 120

6 160

8 180

10 210

12 220

2.1 Demand function = Qd= 120,000 – 20,000P

If prices are 1, 2, 3, 4, 5 what are the quantity demanded. Please complete the table below.

Quantity Demand = a – b(P)

a= 120,000

b= 20,000

PRICE(P) QUANTITY DEMANDED

1 100,000

2 80,000

3 60,000

4 40,000

5 20,000

2.2 supply function using the same prices of 1,2,3,4,5. Please complete the table below.

Supply function= a + b(P)

a= 120,000

b= 20,000

PRICE(P) QUANTITY SUPPLY

1 140,000

2 160,000

3 180,000

4 200,000

5 220,000
 Area XIV - Sustainable Marketing Practices

Sustainable marketing is the promotion of socially responsible products, services, and

practices. While eco-friendly brands naturally work on sustainable marketing campaigns, brands
that are not rooted in sustainability can still apply its principles to their strategy. Its goal is to
promote a mission, not a product or service. Sustainability in business is the ability of an
organization to thrive over time in a way that protects and replenishes resources. Although the
concept may seem new, sustainability has been around for decades. The modern-day concept of
sustainability was developed from the World Commission on Environment and Development, an
organization launched by the United Nations in 1983. The Commission was led by Norwegian
Prime Minister Gro Brundtland, and thus became known as the Brundtland Commission. After four
years of work, the Commission concluded that government and industry needed to practice more
environmental and social responsibility. The term sustainable development was coined and defined
as Development that meets the needs of the present without compromising the ability of future
generations to meet their own needs Since then, sustainability in business has driven value.

Sustainable marketing involves promoting socially responsible products, services, and

practices. Sustainable marketing promotes the company mission, not a specific product or service.
This article will explore sustainable marketing and why it should be the cornerstone of your small
business marketing strategy. In addition, we’ll talk about how your company can promote a more
sustainable mindset and learn from businesses that are doing sustainable marketing the right way.
That said, don’t confuse sustainable marketing with “green marketing.” Green marketing is about
promoting environmental awareness and protecting the environment. Sustainable marketing, on the
other hand, covers a broader scope that includes, but is not limited to, the following concepts Five
core principles of sustainable marketing: Consumer-focused marketing, your small business should
approach its marketing strategy from a consumer’s perspective. That way, you can provide your
customers and prospects with what they desire and need. Your strategy must do more than just
market your products. It must also understand and account for how and why people use your
products. Understanding what matters to your target customer and providing solutions can create
long-lasting relationships with them instead of one-time transactions. Mission-driven marketing
These principal guides businesses to define a broad mission that speaks to society and the greater
good rather than just the product alone. Mission-driven businesses convey that they are interested
in making a profit and giving back to the community. Customer value marketing the customer value
marketing principle holds that companies should prioritize product and service improvement over
other marketing facets like advertising and sales. Sustainable marketing aims to build long-term
consumer engagement, loyalty, and relationships by continually improving the value consumers
receive from the company. As the company creates value for the customer, the customer creates
value for the company in return. Societal marketing This principle involves businesses balancing
customer expectations with company requirements, as well as that of the customer and society’s
long-term interests. One example of this principle in use is when a small business is committed to
reducing its carbon footprint from landfill gas emissions. It would make sense for the company to
replace plastic bags with recyclable or biodegradable bags. Societal marketing helps establish a
brand as a solution provider instead of a money-maker. Innovative marketing Innovative marketing
ensures that an organization never stops trying to develop better products, services, and marketing
strategies. This could include developing novel techniques that can reduce production costs or
inventing new technologies to improve a product or the lives of the people who use it.

sustainable marketing is important, Sustainable products deliver long-term values, benefits,

or positive effects to customers and society. Customers’ awareness of protecting the environment
affects their decision-making and buying behavior. Research by Accenture found that 47% of
consumers say they will leave brands that do not have a sustainability perspective, with 17% saying
they’re never returning. In addition, 8 out of 10 consumers say their concern about the sustainability
of the products they buy affects their buying decision. Brands associated with sustainable
marketing strategies are more likely to be noticed and accepted by communities that value
sustainability principles and practices. When they find a brand that coincides with their values and
priorities, customers become more sympathetic and supportive of the brand. By word-of-mouth,
they will recommend the brand and give positive reviews, which can help increase your brand’s
exposure to their network and even to new audiences. Sustainable marketing demands businesses
to be responsible and accountable. Practical, sustainable marketing campaigns must not only
promote the brand but must also help customers gain a better understanding of social responsibility
and environmental issues. They can do this through messaging encouraging a sustainable lifestyle
and inspiring meaningful change. Integrating sustainable marketing into one’s marketing strategy
allows companies to reach new audiences — especially with the growing number of conscious
consumers. This means getting in front of prospects who may have been disengaged before a
business’ shift to sustainable marketing but are now opened to exploring a brand that supports their
values and causes. Expanding your customer base will increase your market share and, ultimately,
your revenues.

Harvard Business Review reports that companies that have sustainable business practices
experience greater risk management, more innovation and better financial performance, including
larger profits, more cost savings and improved efficiency and logistics. Moreover, sustainable
businesses benefit from improved customer loyalty. According to the Clarkston Consulting 2014
Corporate Sustainability Trends Report, “sustainability has emerged to a prominent position in
corporate and consumer consciences.”

Among the consumers who are noticing the movement toward sustainability are millennials,
who now boast $2.45 trillion in spending power. Forbes reports millennial not only have money to
spend, but they also care where they spend it: roughly 70% will pay more for brands that support a
cause they care about. Consumers today typically have mixed or unfavorable attitudes toward
marketing practices. Whether it’s the promise of more value than can be delivered, being
persuaded to buy something you don’t need, or buying unsafe, shoddy products, unsustainable
marketing leads to distrust. Marketing has been criticized for harming consumers with deceptive
claims and practices and high-pressure sales. Unsustainable marketing has often fueled the desire
for materialism versus a quality of life. Increasing demand for more and more stuff has also led to
environmental consequences. Consumers today want a better quality of life and be more active in
making the world a better place. They want to support companies – big, small and in between – that
demonstrate strong ethics and stewardship of human beings and the planet. In fact, according to
the Ethical Consumer US report of 2015 by Mintel, more than 63% of consumers feel that ethical
issues are becoming more important. And consumers are strongly supporting businesses
incorporate meaningful values into their core business. This desire to make a positive impact
translates into a key concept in today’s business world: sustainability. Sustainability as a business
strategy is becoming increasingly appealing to managers, executives and business owners, and
more businesses and organizations are driving change – and success – with sustainable business
goals.

For sustainable marketing to be effective, it must be authentic. Suppose you discover that a
business that claims to be sustainable has no sustainable practices in place. A brand like that
would be shunned and distrusted by consumers. Consequently, it would be difficult for that brand to
regain customer loyalty. Make sure your brand is approaching sustainability with a holistic
perspective and across the brand architecture. Even if you struggle to commit to sustainable
practices and principles, don’t quit. Find aspects of your sustainability methods that need correction
and keep improving them. Pursue something beyond the bottom-line Revenue generated by a
business is usually the most significant indicator of success. A sustainable marketing strategy,
therefore, should not only focus on getting sales and conversions. You should be concerned with
retaining customers by offering them value throughout every touch point of their journey. In
sustainable marketing, brands have decided to evaluate their success by measuring something
other than profit. A 2021 study by the U.S. Small Business Administration found that there are 32.5
million small businesses in the United States and that they employ 46.8% of the private workforce.
Imagine if each small business integrated sustainable marketing practices into its marketing
strategy. Small businesses, including those with limited resources, can successfully adopt
sustainable marketing through the following actionable ideas: Encouraging or incentive's
employees to recycle at home and in the workplace, Educating employees on the best way to
recycle or dispose of commonly used materials, Going paperless (printing less) and using PDFs or
other digital formats whenever possible, Promoting and supporting positive community initiatives,
Providing employees with reusable mugs or water bottles to reduce single-use consumption in the
office, Vetting vendors or business partners and selecting only those who align with their
sustainability principles, and Working with local communities to help educate the public about the
benefits of sustainable practices.

Marketing educators can play an important role in assisting these firms by developing
curricula that build the knowledge and skills required to enable marketing graduates to contribute to
sustainable marketing efforts. Marketing graduates must not only understand but also be equipped
to apply a sustainable marketing thought process to the challenges businesses face today. The
authors assist in this goal by (a) presenting key learning objectives in the area of sustainable
marketing, (b) describing learning activities that will help students achieve the learning objectives
identified, and (c) providing resources that not only support the learning objectives but also connect
them to traditional marketing concepts, as well as to concepts from other disciplines. Sustainable
marketing is the promotion of environmentally and socially responsible products, practices, and
brand values. If you’ve ever spent a little bit more on something because you knew it was locally
sourced or 100% recyclable, you’ve experienced sustainable marketing. Sustainability marketing is
one aspect of how you choose to position your brand, but used right, it can be very powerful.
Sustainable commerce leaders, Patagonia, have pledged 15 of sales to the preservation and
restoration of the natural environment since 1985. In 2022, that means a total of $140 million so far.
They have also set an aim to be completely carbon neutral by 2025. Household cleaning products
supplier, Smolt, offers cleaning spray tablets that dissolve in water and can be used with refillable
spray bottles to eliminate single- use plastics.
 Sustainable Marketing Strategies have a larger purpose, Place value ahead of profit, Be
consumer-oriented, and Reflect sustainability in every aspect of your brand. Have a larger purpose.
Brands typically judge their success by the numbers. How much revenue they have or will generate
in any given period is usually the biggest indicator of success. Sustainability shifts this perspective
by having brands evaluate themselves by something bigger than profit. As a brand, you must
promote something that’s bigger than your products and services and transcends any industry. For
instance, fashion brand Autumn Adeigbo sells clothing, accessories, and home decor items.
However, its mission, as stated on its website, is to impact the lives of women on a global scale.
They do so by using female-owned production facilities and employing female artisans, among
other practices. Think ahead, Sustainability marketing is all about building long-term value. Too
often, brands focus on gaining immediate returns. For instance, many marketing tactics like running
Google Ads and blogging are great lead generators. However, what happens once your lead has
made a purchase and turned into a customer? How will you build loyalty and create brand
evangelists? Sustainable marketing looks at ways to nurture consumers during the entire buyer’s
journey. Education is one way to build loyalty with your audience early on. From when they first
discover you on social media to after they’ve made a purpose. For instance, a food brand could
educate its audience on the importance of ethical farming on social media and continue this
process post-purchase with package recycling tips. Be customer-oriented You might be thinking,
“Isn’t being consumer-oriented what all marketing is?” Ideally, yes but that’s not always the case. In
traditional marketing, a brand will often try to push a product or service to a customer. With
consumer-oriented marketing, it’s more about understanding your customers’ needs and tailoring
your marketing to that. For instance, say your audience is craving more transparency in your
sourcing practices or wants you to be more vocal on social issues. You could use that information
for your next campaign. With so much competition out there, one way to stay customer-oriented is
by innovating. We’ve all heard the Blockbuster and Netflix cautionary tale. But that speaks to a
huge societal shift that Blockbuster was unwilling to make. But the truth is, innovation doesn’t
always have to be so big. It can happen in small iterations – the key here is staying in touch with
your audience’s needs. Reflect sustainability in every aspect of your brand Sustainability marketing
doesn’t work if it’s not authentic. Imagine finding out a business that claims to be sustainable has
failed to implement any practices to promote its mission. Consumers would distrust that brand and
it would be difficult to earn it back. Make sure your brand is looking at sustainability from a holistic
lens. Are you preaching about sustainability but using unsustainable resources to build your
product? Are you collaborating with brands that conflict with your mission? Is your team
representative of the future you want to promote? These are the questions you should ask to
determine if your brand reflects the mission, you’ve set out to achieve. Identify the areas that need
work and go to the drawing board to figure out strategies that align with your mission. Audiences
don’t expect perfection, they do, however, value transparency. It’s OK – and recommended – to
share where you currently fall short and how you plan to remedy these issues.
 Sustainable Marketing reflection report

Thinx, Thinx is an underwear brand whose mission is to provide sustainable solutions to

menstruation and incontinence. Everything the brand puts out marketing-wise is centered around
this core value. The brand’s social media pages feature a mix of product promotion, educational
content, and mission-focused announcements. The key to sustainable marketing is doing it in an
authentic way that feels embedded in the brand, as opposed to an add-on that’s leveraged when
convenient. Thinx is a great example of how to do it right. Second is Kind Socks This clothing
company was started based on the founder’s desire to find a socks company with a sustainable and
ethical vision. While most brands focus on inviting its consumers to purchase, Kind Socks takes the
exact opposite approach: Asking them to spend less and more thoughtfully. This strategy may seem
counter intuitive to many companies but emphasizing the brand’s mission can help build trust with its
audience and increase their brand loyalty. Third is Pangiai Materials science company, Pangiai,
wants to save the environment. Every piece of marketing the brand puts out is centered around this
core mission, including this video campaign. In it, the brand explains its mission to “reverse the cycle
from the unnatural to natural, from plastic to plants from the new to the recycled.” What’s effective
about this ad is that Pangiai describes the future they want to see and outlines the strategies it will
implement to get there. Throughout the ad, you see Pangiai products but they’re not the focus. This
tells viewers the mission drives the products, not the other way around -- and that’s sustainable
marketing done right. Fourth is Nada Duele In the previous section, we discussed the importance of
having a holistic approach to sustainability marketing. With Nada Duele, their mission is reflected in
everything: from their name, which represents the idea that products should not cause harm, to the
initiatives they take part in. When you visit their “How We Work” section, you learn about their
collaboration with a Guatemalan institute dedicated to protecting the forestry sector. It’s important
that the partnerships your brand takes on align with your values. Otherwise, you risk losing credibility
and trust. Fifth is Satya + Sage social media is one of the best and easiest ways to implement a
sustainable marketing strategy. You can share a range of content, from educating your followers on
sustainable practices to sharing ways your brand is being sustainable. In this example from candle
company Satya + Sage, they share tips on how to use the seed paper that comes with every candle.