There are five categories of psychological factors, accredited by the SHIFT framework, like Social influence (e.g. communicating that others are changing to plant-based diets doubled meatless lunch orders), Habit (e.g. consumer collaboration to create new, value-based practices helped to reduce food waste), Individual self (e.g. when women made up half of the group, 51% more trees were conserved), Feelings and cognition (e.g. anticipated guilt reduced choice of unethical attributes in made-to-order products), and Tangibility (e.g. concrete representations of the future of recycled products improved recycling behaviour). This framework offers different tools for companies.
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Shifting towards sustainable Consumers Behaviour
In the early development phase, it seems that there appears conflicts between the goals and assumptions of marketing and sustainability. Although the conflicting goals and assumptions seem incompatible, it encourages growth through traditional marketing. It promotes an endless quest for satisfying needs and wants. Traditional marketing also seems to view resources as ever abundant. In contrast, a sustainability focus suggests a different view. It posits that utilized resources can be renewed. This can be accomplished by mimicking the circular flows of resources in nature. It respects that both resource capacity and environmental capacity are limited. We argue that, because of this obvious contradiction, marketing and sustainability are inextricably intertwined. We are optimistic about the role of marketing and behavioral science. They have significant insights. These insights can help us influence consumption to be more sustainable. We review the literature and highlight ways in which consumers can be encouraged to behave more sustainably. The elements of SHIFT Framework encourage more sustainable consumer behaviors.
The SHIFT framework addresses the “attitude–behavior gap” that is commonly observed in sustainability contexts. The exhibition of sustainable actions is rare in terms of favorable attitudes towards pro-environmental behaviour. This discrepancy makes it difficult for marketers, companies, public policy makers, and nonprofit organizations aiming to promote sustainable consumption.
The Context of Marketing for Sustainable Consumer Behaviour
There are many reasons why understanding facilitators of sustainable consumer behavior should be of interest to marketers. One reason is reflected in the Ripple et al. (2017) quote: marketers should be aware of the consumption mindset. This mindset, encouraged by conventional marketing, is a key driver of negative environmental impacts (Csikszentmihalyi 2000; Peattie and Peattie 2009). Second, as the Ray Anderson quote suggests, businesses that can adapt to the demands of our changing world are more likely to thrive. These demands include the urgent demand for sustainability. Companies will enjoy strategic benefits in the long term (Banerjee, Iyer, and Kashyap 2003). A sustainable business focus has advantages such as identifying new products and markets, leveraging emerging technologies, spurring innovation, driving organizational efficiency, and motivating and retaining employees (Hopkins et al. 2009). Moreover, research suggests that socially and environmentally responsible practices can improve consumer perceptions of the firm. These practices may also increase profitability (Brown and Dacin 1997; Luo and Bhattacharya 2006; Olsen, Slotegraaf, and Chandukala 2014; Sen and Bhattacharya 2001).
Firms that can operate more sustainably have an advantage. They should also consider new business models that encourage sustainable consumption. These firms can potentially earn greater long-term profits (Kotler, Kartajaya, and Setiawan 2010). In one example, the growth of the “sharing economy” shows substantial environmental benefits. It also demonstrates economic gains when consumers shift sustainably. In this case, they move from owning products to accessing existing products and services. Although the question of how marketing relates to sustainable consumption has historically received attention. This was done in the form of identifying the “green consumer” segment (Anderson and Cunningham 1972; Kilbourne and Beckmann 1998). However, scholars now call for work on the predictors of sustainable consumption (Kotler 2011; Menon and Menon 1997; Mick 2006). Marketers can expand their market. They should focus on the long-term mutual benefit of the firm and the planet rather than merely targeting the green consumer segment. Thus, as firms operate and offer products and services in a more sustainable manner, they might wish for consumers to recognize their sustainable values. Consumers should embrace and reward these values. This can spur sustainable consumption and maximize the firm’s sustainability and strategic business benefits.
Conclusion
Many companies have committed to reducing carbon emissions. These include Microsoft, Nike, Coca-Cola, and Walmart. They aim to become carbon negative in the next 5–20 years. We will need action from business and government to combat climate change. Consumers themselves will also play an important part. This involvement is necessary to solve a problem as complex and significant as climate change. Such commitments from businesses and governments will only be successful. Their success depends on behavior change from consumers themselves.
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