How might the marketing mix for sustainability (Pomering, 2017) be used to improve Icelands

marketing strategy?

UK supermarket has not shied away from controversy with campaigns such as the palm oil ban

The unveiling of Christmas television advertisements is an annual ritual in the UKs hugely

competitive retail market. Yet the commercial judged to be the most effective in 2018 never made it

on to the nations TV screens.

Advertising agency Kantar Millward Brown con-ducts consumer research into the effectiveness of

festive campaigns. It says the expensive effort by department store John Lewis featuring singer

Elton John and a schmaltzy Sainsburys supermarket advert about a school play both had less

resonance than Iceland Foods low-budget animated feature about an orangutan made homeless by

deforestation.

Richard Walker, managing director of the frozen food chain, says the Rang-Tan advert was

originally made for Greenpeace, the environmental lobby group of which he is a member. They

showed us a rough cut of this campaign video they had: it brought a tear to my eyes. We thought it

would be great if we could use it as our Christmas advert, he says.

Clearcast, the organisation controlled by broadcasters that approves adverts, had other ideas. It

refused to clear the advert because it had previously appeared on the Greenpeace website and the

group had some of the legal characteristics of a political organisation. Instead, the advert was

released online with a generous dose of the ad they tried to ban publicity and promptly went

viral. It was viewed more than 70m times worldwide, while a petition launched in the UK urging

Clearcast to reconsider received more than 1m signatures.

Walker is adamant Iceland did not plan for this turn of events as a cost-effective way to upstage

bigger rivals. We thought debadging it would be enough to get it past Clearcast. I genuinely did

not think it would be banned. He says the company had booked more than 600,000 of television

advertising slots to air the commercial.

The advert refers to the clearing of forests in Indonesia and Malaysia to make way for palm oil

plantations. According to Greenpeace, an area equivalent to 146 football pitches is cleared every

day in Indonesia alone. Rainforests cover only 2 per cent of the planets surface but account for

half its bio-diversity. They are the crown jewels, says Walker, who in April 2018 pledged to

remove palm oil from all Icelands own-label products by last December to persuade the industry to

stop clearing forests.

Icelands choice of campaign theme might seem an odd one for a company that, since its foundation

in 1970, has targeted customers at the value end of the shopping spectrum. It lacks the scale of other

supermarkets its annual revenue of 3bn is a fraction of the 51bn (excluding fuel) that UK

market leader Tesco achieves, or the SFr91.4bn ($90.6bn) posted by food multinational Nestl.

Icelands palm oil consumption for own-label products, about 500 tonnes a year, was

Subjectcode Remote Study Mode WG Trimester 1, 2020 Page 2 of 6 inconsequential in a global con-text; consumer goods giant Unilever gets through 1.5m tonnes

annually, and total world yearly production is 72m tonnes.

Walker acknowledges the move was at least partly a personal one. Were [customers] screaming

down the aisles saying, If only there was no palm oil? No, but I am so proud that now some

customers, some of whom only have 20 a week or so to spend on food, are talking about palm oil

where it comes from, the pros and cons, he says.

Environmentalists such as Jonathan Porritt say UK retailers generally have a good record on palm

oil the World Wide Fund for Nature rates most of them highly on progress towards ensuring that

record is sustainable, mostly via participation in industry standards body.

But Iceland was the first to propose removing palm oil from its products altogether a controversial

move in many respects. It was derided by Porritt (who is an adviser to Sime Darby, a producer of

sustainable palm oil) as an almost entirely meaningless gesture. Other critics say switching to

alternatives would have a catastrophic impact on the smallholders who cultivate palm oil.

Walker acknowledges such matters are rarely clear cut. Palm oil is a widely used ingredient because

it is one of the cheapest vegetable fats and is much higher yielding than many alternatives.

Sunflower or rapeseed, for instance, require far more land to produce the same volume. He says his

objection is specifically to deforestation, and that it would be great if improved sustainability

meant he could remove the No Palm Oil branding proliferating across Icelands ranges.

The palm oil ban is not the first occasion Iceland has made a bold move in the name of the

environment. Two decades before, it was the first UK super-market to ban genetically modified

(GM) ingredients. Previous initiatives have included recycling freezers containing ozone-depleting

chemicals and removing artificial colourings and preservatives from foods.

The man behind many of those decisions was not Walker but his father, Sir Malcolm Walker, the

companys founder and executive chairman, who claims to have coined the phrase Frankenstein

foods. Our business was about walking a tightrope between what people will spend on food and

the absolute quality of the product, Sir Malcolm wrote about GM foods in Best Served Cold, his

2013 autobiography. We had to compete but we also had to be ethical. Our customers were mainly

on a low income but they had a right to a choice.

Not that he minded the publicity such moves attracted. I wasnt embarrassed to shout about them

and try to turn them into a point of difference. They were certainly good for sales and our constant

high profile in the media brought in new customers.

Richard Walker is more circumspect, saying there was no clear-cut evidence of a sales boost from

the Rang-tan advert. The company also incurred significant costs by helping its suppliers remove

palm oil from its ranges, at a time when it is carrying a relatively high debt load and facing

challenging trading conditions. Icelands borrowings more than five times its earnings stem

from a leveraged buyout of the group led by Sir Malcolm in 2012. The ratio of debt to earnings is

below two at all the major UK supermarkets.

An even more complex undertaking is Icelands pledge to remove all plastic from its own-label

ranges by 2023, another area where rivals have followed its lead. Plastic, which is cheap and

versatile, is integral to food packaging, but the BBCs Blue Planet wildlife documentaries have

raised public awareness of its environmental effects.

Walker says there have been some early wins. Wrapping bananas in a cardboard girdle rather than

bagging them has saved 10m plastic bags a year, for instance. We are a fifth of the way on the

Subjectcode Remote Study Mode WG Trimester 1, 2020 Page 3 of 6 journey in terms of tonnage, though Im not entirely happy. If you go into our shops now, it is still a

wall of plastic, he says.

Walker also admits there is a degree of contradiction in a company that owns a private jet lecturing

others about environmentalism. There are contra-dictions in all our lives, but I dont think the

answer is to live in a cave and never fly anywhere, he says.

Rita Clifton, co-founder of BrandCap, a consultancy, says Iceland seemed to have overcome the

radical at the research questionnaire but reaction-ary at the checkout situation, where customers

pro-fess strong views about an issue but fail to act on them if that would mean bearing additional

costs. Last December, Wilmar, the worlds largest palm oil trader, said it would improve the

monitoring of its suppliers, a decision Greenpeace described as a breakthrough moment. The

previous month, the RSPO had said it would commit to a no-deforestation policy.

It is impossible to know to what degree the advert influenced these changes, given that

environmental organisations have lobbied food manufacturers and retailers for years to clean up

their act on palm oil.

Clifton says it is easy to criticise the flaws in such initiatives, but adds: If theyre nudging the

peanut forward in the right way, they should be encouraged as well as monitored.

JOURNAL OF ALAN POMERING

Traditional conceptualisations of the marketing mix neither address nor help facilitate marketing for sustainability. As such, Kotler (2011) has called for marketing to be reinvented in order to bring about environmental sustainability (p. 132). This sentiment will apply equally for social sustainability, which together with prosperity make up the triple-bottom line. We address such calls, proposing an expansion of the marketing mix, including those variables that the firm might control in the pursuit of the creation of value for customers, clients, partners, and society at large. In the proposed marketing mix for sustainability (see Figure 1), to the traditional four Ps are added a slightly recalibrated participants (or, people), physical evidence and processes, and, in addition, principles, promise, and partnership. We maintain the convenience of the marketing mixs mnemonic preference for variables, but we also acknowledge observations by Grnroos (2006) that, as originally intended by Borden (1964), a list of mix variables should be context-specific rather than generic, and include, what should be planned and implemented as marketing as anything that supports value formation (p. 409). It is not suggested that the elements discussed below might simply be attached to a firms marketing expression independent of its orientation, but should instead be a reflection and articulation of its authentic sustainability orientation (Tollin et al., 2015). In the remainder of this section we shall expand on the proposed marketing for sustainability mix elements. Underpinning the following discussion is an ecocentric epistemology that recognises an alternative marketing approach based on social, environmental and economic welfare (e.g. Borland and Lindgreen, 2013). 12 The four traditional Ps of the marketing mix, product, price, promotion and place, and how they will need to change to facilitate greater sustainability outcomes, is introduced by Kotler (2011, p. 133). This authors comments will therefore form part of the explanation for the first four elements: product, price, promotion and place.

Participants was introduced by Booms & Bitner (1981), along with physical evidence and processes, as part of the services marketing mix, to include the human actors who play a part in service delivery and thus influence the buyers perceptions: namely the firms personnel, the customer, and other customers in the service environment (Zeithaml, Bitner, & Gremler, 2006, p. 26). Participants was later referred to as people, however, the original term is preferred here in order to distinguish customers and employees from 15 the oft-used People to refer to the broader communities, or society at large, of the triple bottom line.

Physical Evidence 16 In services, physical evidence consists of the environment in which the service is delivered and where the firm and customer interact, and any tangible components that facilitate performance or communication of the service (Zeithaml et al., 2006, p. 27). With regard to physical products, physical evidence might consist of such variables as third-party endorsements and other partner relationships, the provenance of products, such as foods and their ingredients, country of origin, packaging materials, and other brand characteristics that signal the firms sustainability orientation, such as the use of recycled materials and reverse-logistics collections. Corporate fleets of hybrid or electric vehicles would provide such signalling.Processes include the service delivery and operating systems and are the actual procedures, mechanisms, and flow of activities by which the service is delivered (Zeithaml et al., 2006, p. 27). Duke Energy, for example, has used of a sustainability filter to revise its method of starting up a natural-gas fired combustion turbine plant, saving fuel use, time and carbon emissions, and resulting in the development of a new start-up calculator that improved efficiency and saved $2m in just six months at one turbine station (Hopkins, 2011).Principles are the firms values and these will form a critical element of its identity and consumers and other stakeholders brand image of the firm as sustainability-oriented. Such an image might serve as a tie-breaker in the liking and preference over its rivals for 17 the brand perceived as sustainable (e.g., Cone Communications, 2015). Within the vision of Interface Inc., for example, is the principle to: To be the first company that, by its deeds, shows the entire industrial world what sustainability is in all its dimensions: People, process, product, place and profits by 2020 and in doing so we will become restorative through the power of influence.