As someone who is decidedly NOT a fan of the annual Black Friday shopping orgy—and who participates instead in celebrating Buy Nothing Day (like Black Friday, always on the day after US Thanksgiving), I just love this!
Patagonia had pledged to donate all of its worldwide online and offline revenues on Black Friday to environmental causes.
The outdoor clothing maker previously announced it would donate 100 percent of its global retail and online sales on Black Friday. It says it expected to reach $2 million in sales, but instead generated five times more. Patagonia says the fundraiser “attracted thousands who have never purchased anything from Patagonia before.”
Mind you, that’s not the profits from its $10 million in sales. It’s the whole amount, the gross revenue. Nothing set aside for product costs, operating costs, or anything else. I hope this generates many loyal new customers and lifelong fans. May the company’s generosity be a source of continued abundance, and maybe next year they can repeat and do even better.
All I can say is BRAVO and WOW!
Personally, I’ve been a fan of Patagonia for decades. I even profile the company in my latest book, Guerrilla Marketing to Heal the World. I didn’t happen to hear about this ahead, but might have actually moved from participating in Buy Nothing Day to making an online Black Friday purchase to support the environment. That would not have felt like the crass commercialism that seems to fill every moment of airspace in November and December, and feels especially extreme on Black Friday.
I have noticed that many successful startups are advertising that they donate x% of their profit to someone in need or they help someone have a better life,etc. What do you think is the importance of such messages to gain initial traction and how does it help grow the company?
By the time I saw the post, several other people had jumped in to tell him that social entrepreneurship isn’t just a marketing trick. It must be genuine.
How some people view the world—Opportunity for businesses that genuinely care
I agree, but there’s more. Here’s what I wrote:
Yes, social giving has to be genuine–motivated not by marketing but by sincerely helping the world–but if you’re doing that, you gain huge marketing advantage if you handle it right.
Keep in mind: charitable give-backs are NOT the only model. I’m rather a fan of creating products, services, and business cultures that directly *and profitably* turn hunger and poverty into sufficiency, war into peace, and catastrophic climate change into planetary balance. In fact, in my latest book, Guerrilla Marketing to Heal the World–which is focused on this aspect–charity givebacks account for part of one chapter out of 22 chapters. In my speaking and consulting, I help companies actually develop these kinds of approaches. You can get a very quick early-stage introduction by spending 15 minutes with my TEDx talk, “Impossible is a Dare” https://www.ted.com/tedx/events/11809 (click on “event videos”)–but recognize that this was 2 years ago and the work has evolved a lot since then.
All other things (such as price, quality, convenience) being comparable, consumers “vote with their feet” to support ethical, green, socially conscious companies. So you, as a startup, have the chance to look at the skills, interests, and wider goals within your company…create products and services that match these skills, interests, and goals with wider goals like the Big Four I mentioned at the beginning…and market them effectively to both green and nongreen markets (which has to be done differently, as I discuss in the book). But please, do it with good intentions! (I can help, BTW.)
Last night, I signed a petition created by Rep. Joe Kennedy about gun control. The page gave me the option to share on Facebook, and I did. Then I went to bed.
I was pretty horrified to check my page this morning and see my share that said “Stand With Rep. Joe Kennedy” and had a huge picture of him. Not a word about gun control showed up in the Facebook preview.
So I took it down and posted this note:
To those who might have wondered why there was a huge campaign ad for Rep. Joe Kennedy on my page last night. I had just signed a petition he originated on gun control, and wanted to share it. I didn’t check how it posted on FB. I felt tricked and betrayed enough to take the entire post down. Let him get signatures some other way.
This was a classic bait-and-switch. In fairness, Kennedy probably delegated this to some social media intern and most likely wasn’t personally involved. But if I lived in his district, this would make me look for someone else to vote for, because I don’t like being manipulated and cheated.
Only after I took it down did I think about blogging about this feeling of betrayal. If I’d decided to blog before I instinctively took it down, I would have grabbed a screenshot to post here. Instead, you get the logo of the ultimate-bait-and-switcher: Volkswagen.
Aging Volkswagen showing VW logo. Photo by Daria Schulte.
VW, of course, preyed upon environmentalist car owners to sell them a low-emission vehicle—but fudged the test results and was really selling highly polluting cars. This is costing the company billions, and it isn’t over yet. The state of Vermont just filed suit against VW two days ago. Vermont, tiny as it is, has the second-highest per-capita concentration of VWs in the country (after Oregon)—precisely because environmental consciousness is extremely high among its residents. In fact, a year ago, a group of those Vermont residents already filed a class-action suit against Volkswagen.
I used to think my parents and in-laws were overreacting with their continuing pledge never to buy Volkswagen s because of the company’s involvement with the Holocaust. After all, the people who made those brutal decisions are long dead or in nursing homes. But after this scandal, I can’t think of any reason why I would ever trust the company again.
Bottom line: in business and in politics, bait-and-switch has no place in ethical marketing.
Someone asked me today what advice I’d give to someone just starting out. If someone had given me these four bits of advice in 1981 when I was just starting out, I’d have been on the success track a lot faster.
Be green and ethical—and willing to proclaim this to the world
Delegate early, especially those things you’re not good at–but keep checks and balances in place
Don’t reinvent the wheel. An off-the-shelf solution may be better and cheaper than reverse-engineering something
Recognize the REAL opportunities that provide first-mover advantage–and walk away from those that aren’t there yet
Someone faced with doubt rarely brings her best self to the table. Doubt undermines confidence, it casts aspersions, it assumes untruths…
[W]hat happens if you begin with, “the benefit of confidence” instead? What if you begin by believing, by seeking to understand, by rooting for the other person to share their best stories, their vision and their hopes?
I’ve never articulated this, but it’s a key part of my business philosophy. I assume the best intentions, and the ability to rise to greatness. Sometimes there’s a lot of doubt to overcome.
A client of mine who has now worked with me for several years first approached me by mailing a poorly written typewritten manuscript (probably typed in the 1970s) to my postal address, without including either a phone number or an email, with an almost incomprehensible cover note. I overcame my skepticism and modified and printed out a copy of my response to book shepherding queries, and told him in the letter that he had to give me an email address and phone number, and to get the book into a computer so I could send it to an editor. While I didn’t really expect to hear from him again, I think I may have gotten the job because I was polite and responded as I would to any other prospect. I said nothing dismissive or condescending and simply outlined the (many) steps it would take to turn this into a publishable and published book, and some idea of how much that would cost. He has done everything I suggested and the final book was so good that it won an Ippy Award and the screenwriter we hired to do a movie treatment fell in love with it.
While this was an extreme case, quite a few of my book shepherding clients were starting from an extremely rough place (including several whose first language was not English). They spend several tens of thousands with me by the time the project is done—and they are thrilled and amazed by the finished product. Quite a few have won awards.
On the green and social entrepreneurship profitability/product development and marketing consulting side of my business, I see similar patterns. Some companies would like to go green but have no idea. Others are already going down that route but would like to find a way to tie their work to something bigger. They want to do something that turns hunger and poverty into sufficiency, war into peace, and catastrophic climate change into planetary balance. Again, the process can be long and slow, but the results are worth it.
So while I’ve never articulated Godin’s “Benefit of Confidence,” I’ve lived it. Thanks, Seth.
Here’s what they mean to me, and why I picked them:
Transform
First, there’s the social transformation I want to bring about by transforming the business world. I want to end the biggest crises of our time, and I see the business community as the best lever. Appealing to enlightened self-interest—the profit motive—I want to make the bottom-line business case that just as going green saved costs and increased revenue, so too can addressing big picture issues like how to turn hunger and poverty into sufficiency, war into peace, and catastrophic climate change into planetary balance. When I first started talking a great deal about going green as a profit booster, around 2002, people looked at me funny. Now, it’s common business wisdom. I think the same will be true eventually for creating profitable products, services, and a company DNA that address these issues at their roots.
Second, the transformation in my own business. I see consulting, speaking, and writing on how business can bring about that transformation (and how any particular business can develop and market the right social change products and services for its own culture and markets) as a major part of my business in the coming year, and for the rest of my working life. While I’ve been thinking about these things for many years, have written books and given talks about it, I still have to find the markets that are willing to pay for what I know I can do for them. I go into the year with two possible markets that are quite different: small entrepreneurial and startup companies, and large, established corporations. I’ve developed two different websites for these audiences, because the agenda, methodology, timetable, and price structure will be very different.
All of this is a natural outgrowth of the green business profitability work I’ve done the past several years—but while it builds on the past work, it is different. I’m confident that I can make it work, but am still a bit fuzzy on the how. Which brings us to the second word:
Win
My original choice was “succeed,” but then I went to Chris’s post. He chose “win” as one of his words, and I think it’s like success, but stronger. It can also work as both a noun and a verb, as can my third word.
Also, I feel that on many levels other than the material, my life IS a success. I made a conscious decision about 30 years ago to have a happy life, and I’ve made good on that: I love the marriage I’m in, the house and community where I live, the places I visit, the local organic fresh food I eat, the books I read, the performances I watch, and so on. That decision rippled through all areas of my life. As early as 1985, it was the difference between feeling angry and frustrated and cheated when I had to spend an entire day of precious vacation mailing packages back to myself, as the old me would have—and thinking, even before I was married, about the wonderful story I’d have to tell my grandchildren.
But there are two areas where I need to replace that general feeling of success with a clear, strong victory: the economic underpinning of my business (which has now had two low-producing years in a row while I retooled for the transformation)…and the deeper impact of my work on the world.
The problem with having many interests and multiple skill areas is that it’s really hard to focus. When everything is fascinating, how do you choose? Yet, to succeed—to win—you have to close some doors so you can pass through the doors that remain open.
This is the lens: I’m using to help me choose what to focus on:
Over the past few years, I’ve worked hard to overcome a case of what my friend Noah St. John calls “success anorexia.” I’ve looked at my money/success blocks, and overcome a number of them. But, watching my own failures doing things that have worked really well for others, I realize there’s still some hidden piece, deep in my subconscious, that courts failure. I need to find that piece, hold it up to the light, make an alliance with—and redirect—the parts of it that act out of love, excise the parts that are rooted in self-hatred, and have a clear win. This will be difficult, because I don’t even know what it is that’s holding me back. But it’s essential.
Once that hurdle is overcome, I want to look at how to broaden my impact. I have a great message and great examples of how we can solve these big problems. But for that to really change the world, I need to find tens of thousands, maybe millions of people who are open to that transformational message. None of my books have ever sold more than a few thousand copies. My blog and social media audiences are limited. The number of people who hear me speak in a year is much too small. The second big win I need is to get myself in front of a far larger number of people. That this will help with selling more books, doing more paid speaking to larger audiences, and getting more consulting gigs—in other words, contributing to the win I’m looking for in my own blocks—is an extra benefit. At age 59, I have a limited time to make a big impact on the world. I want to leave a legacy of creating deep transformational change, because I love this planet. And that’s a nice transition to the third word.
Love
Love of others and of self, love of the ecosystem and the planet. In my youth, I was a very angry, loud activist who felt utterly betrayed by governments and corporations and wasn’t good at finding common ground or seeking alliances with those who thought or felt differently from me. Over the years, I’ve learned how mistaken I was—starting all the way back in the 1970s. Some might say I’ve softened but I don’t see that way. I’ve learned to approach with love, respect, and an understanding that almost all of us want a better world; we just have different ways of understanding how to bring it about.
Love is often about deep listening. It’s also about seeking a higher good for a greater number of people, without sacrificing the needs and desires of others. It’s about building the communication skills to allow environmentalists and Tea Partiers to discover their common ground (something I talk about very specifically in my 10th book, Guerrilla Marketing to Heal the World).
Going deeper, this is what allows even the most hate-filled opponents to go past the hurt and build a better world for everyone. Nelson Mandela was a master of this. So were the people who formed the various Arab-Israeli joint projects such as the magnificent Wahat al-Salam/Neve Shalom community in Israel, where Jews and Arabs study and work together—the name, in both languages, translates as “Oasis of Peace”—or Combatants for Peace, which pairs Arab and Israeli former combatants to travel around and speak about cooperation.
It’s easy to love those who agree with you. It’s much harder to love those you might blame for the death of a loved one or the loss of your land. I have tremendous admiration for those involved in these sorts of cooperative efforts and I want to be more like them.
A petition crossed my desk this morning that called for President Obama to unilaterally ban oil exports. Here’s the text:
With the crude oil export ban lifted, oil companies will be pushing to speed the export of fracked crude oil and ramp up production, and we’ll be fighting every step of the way to prevent it. The budget deal preserves a straightforward way to do so: President Obama can declare a national emergency and prohibit exports.
In rejecting the Keystone XL pipeline, Obama acknowledged the need to keep fossil fuels in the ground. In his final year in office, he can still build a positive climate legacy if he prohibits oil exports under the new law and ends new auctions of publicly owned oil, gas, and coal on federal lands as hundreds of environmental organizations and community leaders have petitioned him to do.
I totally agree that oil exports will be a big step backward in the struggle to stave off catastrophic climate change. But not with this method! I not only won’t sign, I’ll work against it, as I’m dong by writing this blog.
I don’t think they’ve thought through the implications here.
This budget deal was a hard-fought compromise where both sides had to give a lot to get anything through. To stab that agreement in the back while the ink is barely dry would be to put a stake through the heart of bipartisan government. It would be, quite frankly, a betrayal. And I would call it unethical.
And the Republicans would not forget, and not let anybody else forget. If you think they beat the drums on Benghazi or Hillary’s email issue, you “ain’t heard nothing yet.” NOTHING that would require Republican cooperation would be passed again, for decades. As we enter into the 2016 campaign, the mantra would be “you can’t trust the Democrats; they betrayed us and they will betray us again.” And this time, they’d be correct.
I’m guessing the consequences would include 12 to 20 years of Republican presidents with veto-proof Congressional majorities. No, thank you! I don’t want to hand them the ability to wreck everything we’ve worked for during the 250 years of our country’s history.
So what can we do instead? So glad you asked. Here are a three ideas (among many other possibilities):
Start a massive lobbying campaign aimed at Republicans in Congress. Let them feel big pressure from their own constituents, telling them that climate change is a deal-breaker issue for you at election time, reminding them that the US pledged to make serious climate change progress at COP21 (the Paris climate accord signed earlier this month) and that fossil fuel exports—incompatible with that commitment—are not acceptable. Use the argument that the US needs to be seen internationally as a government that keeps its promises and honors its commitments if we want other countries to work with us. Add a national pressure campaign at the top GOP legislators, those in positions of great power within their own party. Push the Republicans to introduce a ban on fossil fuel exports as if it were their idea. If the Democrats can run with Obamacare, which was based on Republican proposals in the 1990s, why can’t the Republicans steal Democrats’ issues?
Turn to the business community for binding pledges NOT to participate in fossil fuel exports. If necessary, pick one company at a time to threaten with boycotts and shareholder resolutions. Organize stock divestment campaigns and large public demonstrations in front of the corporate offices, not just of the targeted company but of any of the “players” if they move forward. Get a few smaller players to move before going after ExxonMobil.
Use the stick of negative pressure, but also the carrot of what they could do with that investment money that would build their reputation and their profits while avoiding all this unpleasant controversy. Have meetings with their executives to strategize better ideas.
Big corporations hate to be seen as enemies of the people and don’t like being in the center of controversy; they’re also risk-averse.
(This is probably the hardest one.) Create an international pressure campaign on many fronts: Get foreign governments pledging they won’t accept US oil, gas, and coal. Get the United Nations to pass legislation making fossil fuel exports a crime against humanity. Start international boycotts and pressure campaigns against participating companies. This would not be easy to organize and might also have unintended consequences. The US is an importer of fossil fuels, so this would apply what Naomi Klein calls “the shock doctrine” to the US, forcing a mad and potentially destabilizing scramble to convert a much greater share of the US economy to renewables, and fast. So let’s start with the first two ;-).
A similar international meeting (in Bonn, Germany)
After the failure at Copenhagen a few years back, I didn’t have big hopes for this year’s event. Yet, I’m beginning to think the big Paris climate change conference known as #COP21 may actually accomplish some real change.
Oddly enough, my optimism is rooted in something I would have seen a few years ago as a fatal flaw: that the results will be based in voluntary, not mandatory, compliance.
Why? Because:
We can’t GET mandatory compliance. In the US, that would require a yes vote in each house of Congress, or even worse, the 2/3 Senate support required to adopt a treaty. But even as far back as Kyoto, US electoral politics had become a toxic swamp of attack-dog partisanship. No climate change bill with teeth is going to pass Congress any time soon. And without US (or China’s) participation, any agreement would be useless.
The US and China have already agreed to take climate seriously, and have negotiated their own agreement. Weaker than I’d like, but a heck of a good start, and one that seems to have helped apply the brakes on China’s mad rush to coal (the worst scenario for averting climate disaster).
New technology makes it easier to do more with less, use. our resources far more effectively, and solve engineering problems with biological thinking (for example, letting bridge engineers study spiderwebs). We understand now, for instance, just how much energy and carbon we can save by going for deep conservation.
Early discussions about whether the world should agree on a 1.5 degree Celsius vs. 2 degree C cap in global temperatures compared to what existed before the Industrial Revolution means we’ve finally gotten past the question that’s been holding us back for so long: why do we need to contain rising temperatures in the first place? For the first time, the world is pretty much in agreement that it has to be done. Not just scientists, this time, but governments, too. Climate deniers (other than in the US Republican Party leadership, apparently) are now as marginalized as environmental activists were 20 or 30 years ago.
I could keep going, but you get the message—we can do this!
Screenshot of KPMG’s internal “higher purpose” video
This Harvard Business Review article and accompanying video are too good not to share. The video is less than two minutes and well-worth watching. Watch it with your marketer hat on. Pay attention both to the direct message and to the outcomes.
KPMG is positioning itself as an agent of social change, a social entrepreneurship giant involved in everything from keeping the Nazis at bay during World War II to certifying the election results that allowed Nelson Mandela to become the first president of a free South Africa.
I’m not passing judgment on the accuracy of the claim that the wonderful, world-changing projects highlighted in the video represent KPMG’s (and predecessor Peat Marwick’s) overall corporate culture over many decades. I haven’t done the due diligence on that, and frankly, I’m pretty skeptical of the claim. Big Four accounting firms don’t tend to be known as cauldrons of world-changing social entrepreneurship.
But clearly, the company decided to spotlight its role as a changemaker and to foster an employee culture of empowered action—and that’s terrific. Not at all surprised to see the excellent results. Every manager should look at the amazing engagement this campaign created, with over 42,000 stories submitted by employees and 76 percent agreement that their jobs had deeper meaning.
Be sure to note the graph at the bottom, contrasting several employee satisfaction metrics under managers who emphasized or didn’t emphasize a higher purpose.
If one of the largest accounting firms in the world can take this on, your probably much simpler business can do it too. Every person who supervises others should take that data to heart and make sharing their own organization’s higher purpose a consistent part of their own employee motivation (if you get stuck on this, contact me; I can help).
What does that mean? Hundreds of thousands of vehicles “partying like it’s 1959,” belching unmitigated particulates into the air that you and I breathe. There were no emissions requirements at all in 1959, in case you were wondering.
This is outrageous! In addition to the recall and the fines, I think this is grounds for a widespread boycott. Being not just lied to but poisoned by a major company that pretends to care about the environment is not acceptable behavior. We as consumers need to stand up and say, ‘ENOUGH!”
And we consumers have power. There’s a long and honorable history of boycotts sparking change in corporate behavior. Just ask Nestlé.
The above link is to the New York Times article, but this act of deeply purposeful criminal fraud is all over the news media. This link goes to a Google search for “volkswagen defeat device emissions.” As of 6:09 p.m. Eastern on Friday, September 18, Page One results include stories in NPR, the Washington Post, and USA Today in addition to the Times.
